In my previous post, I described some keys to successful planning. This time I will continue with the most important aspect of the leadership wheel, i.e. how to transform your planning into execution, which requires you to coordinate your operations and decision making in order to reach your predefined goals.

An important component in the execution phase is to have sound decision making, where management must be able to make both proactive and reactive decisions. Proactive decisions should be based on information that has been defined and verified in your planning process, when necessary prerequisites are fulfilled in the organization. Here the key to success is a good coordination of activities prior to decision making and good communication and follow-up once the decisions are made. A reactive decision, on the other hand, comes into play when something unpredicted happens – whether it’s a positive or negative scenario. In a positive scenario management should act, while they in a negative scenario should react. Reactive decision making should focus on the solution, not on the method.

One way to prepare management for decision making is to simulate a couple of likely scenarios in exercises. Thus you can decrease the risk of stress or panic when things do actually occur and therefore likely even limit the risk of ill-considered decisions. An example of pre-training could be when journalists are trained on how to behave in hostage situations, a very relevant topic these days, to help them become mentally prepared on what could happen if they are taken hostage and to help them make rational decisions in those critical moments.

Good planning helps managers to delegate mandate and decisions to the organization, which makes it, operate more decentralized with more efficient execution and greater development of its individuals. The leadership should focus on coaching subordinates and put them in positions where they’ll succeed. Two keys are corporate values and trust. Management meetings should focus on assessments, identifying resource needs and possible concerns, and be short and efficient. The leaders in the organization need to be flexible and adjust their approach to their personnel, make the individuals comfortable and get them to perform to their capabilities.

Finally, another aspect in the execution phase that lately has grown in importance is the communication by so called Key Leaders (main spokespersons). While it is necessary to have everyone in the organization know about the main goals, it is also important to have them understand what the organization as a whole stands for. Employees that are aware of and agree with the corporate statements could function as ambassadors for the organization and prideful spread the message to their co-workers. And with a higher degree of engagement in the organization, the individuals will increase their performance and execute better.