When it comes to execution, it's a cliché topic. There are countless articles on building high-efficiency execution, with a myriad of viewpoints, from the profound to the absurd. The most common sayings include "A first-class plan with third-class execution is worse than a third-class plan with first-class execution" and "Speed first, perfection second; action first, ideas second; results first, excuses second." In short, organizations often wish execution were as standardized as our classroom posture when we were children, with hands placed behind our backs, or like West Point's three standard answers: "Yes," "No," and "No excuse." Management often likes to scold subordinates with the mantra: "Your poor execution has led to our current defeat." But is that really the case?
Let's first look at several common phenomena in teams:
I'm trying hard to achieve a goal, but I don't know how, and no one teaches me.
Last month I was the first to respond to the work target, but this month the boss increased my target again, while those who were slow in execution didn't see an increase. This month, I'll wait and see.
When the boss gives me a target, he just says "figure it out yourself." Should I execute or not? I'm torn.
Everyone is waiting to see what others do. Should I execute?
Why are the instructions I receive different from yours? How can I execute?
I'm paid cabbage wages but expected to do dangerous work. I won't do it.
Last month, no one was punished for not completing tasks, and Zhang San wasn't rewarded for completing his.
Boss, everyone is dissatisfied and you have no authority. Why should I be the vanguard? We might rebel.
Work slowly, don't rush. The company is just like this. Don't pretend to be foolish.
Old Zhang worked for the company for 10 years, but was fired a few days ago for a minor mistake. So, Xiao Li, take it easy.
I know the loopholes in the company's assessment and supervision system. I'll take advantage while I can.
The company's strategic direction is wrong. The faster I charge, the sooner I become a martyr.
The boss is setting traps for me, clearly wanting me to fall in.
I have no resources. How can I execute?
I want to execute, but other departments don't cooperate.
I believe you have encountered these phenomena more or less in the workplace. These examples illustrate issues such as unclear goal setting, inadequate training and performance appraisal systems, poor organizational communication, unhealthy team building and atmosphere, corporate culture that doesn't support frontline staff, unclear top-level design, and resource allocation. Poor execution is not just a mantra to scold subordinates; it's a common symptom of systemic incompatibility. Like when we get sick, symptoms often reflect our overall habits such as diet and sleep. What we often call poor execution refers to the operational level. Whose fault is it? Every point in the system chain needs reflection and rethinking.
The most efficient execution team, in my opinion, is a startup team. Startup teams are also the most hardworking, but they have small organizations, transparent communication, a sense of belonging and value, a strong sense of existence, and quick results. Japan's Kazuo Inamori's "Amoeba" model, Han Du E She's product-team-centered single-item full-operation system with a stable triangular structure, and Haier's "micro-enterprise" model all evolved and upgraded from startup teams.
For high-efficiency execution, I believe we should start from Maslow's hierarchy of needs, flexibly apply supporting management functions and tools, design from human nature, and return to reality.
Poor execution is not about assigning blame. Managers should treat it as an alarm for organizational system problems, promptly correct deviations, and re-diagnose the root causes of organizational issues.
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