Stack

EXECUTION IS THE STRATEGY/ LAURA STACK

Notas personales

Interdependency. Strategy and tactics are part of the same over-arching process,
with an inherent relationship.
Fluidity. Strategy must be more flexible in its tactics now than in the past.
Speed. Strategy must be executed more quickly than ever before to be effective.
Validity. Strategy must still be appropriate and strong, or none of the first three
premises matter.

The bottom line is simple: There is no shortage of good ideas. It’s not about who has
the best ideas; it’s about who executes their good ideas best.

The LEAD Formula
L = Leverage: Do you have the right people and drivers in place to achieve your strategic
priorities—ones that allow you to execute your strategy when the rubber hits the
road? If not, then you have a talent/resource issue.
E = Environment: Do you have the organizational atmosphere, practices, and culture that
will allow your employees to easily support your strategic priorities? If not, you have
a cultural/engagement issue.
A = Alignment: Do your team members’ daily activities move them toward the
accomplishment of the organization’s ultimate goals? If not, then you have a
communication/productivity issue.
D = Drive: Are your organization’s leaders, teams, and employees agile enough to move
quickly once the first three pieces of this list are in place? If not, you have a
speed/agility issue.

Key Principle Leadership Role Leadership Development
Opportunity
L Leverage Engineer: Build It Talent/Resources
E Environment Mechanic: Fix It Culture/Engagement
A Alignment Conductor: Steer It Communication/Productivity
D Drive Bulldozer: Knock It
Down Speed/Agility

An efficient organization is one that operates with leverage already in place:
• The Effort/Input Force = the leader (you)
• The Lever/Beam = the worker (employee or team)
• The Fulcrum/Pivot = the enabler (tool or resource)
• The Load/Object = your organization (what you’re trying to move with your
strategy).

Equip your team members with the right tools. Provide employees with laptops,
software, smartphones, fast Internet—whatever it takes to maximize their
productivity. In fact, let them provide their own tools if they want. If someone is
willing to use their personal equipment or their own time for your benefit, you’d
have to be crazy to say no.
Provide unrestricted access to your resources. Similarly, let your employees link
their personal tools into your intranets and archives. Don’t respond like so many
shortsighted, paranoid leaders do, restricting access to company resources. It’s
inefficient to require them to use and attempt to sync between multiple devices.
Outsource to experts. Outsourcing is simply a form of subcontracting, where you
hire people to do something you can’t economically do in-house. That may include
anything from washing windows to handling the bookkeeping or fielding tech
support calls. With the Internet, you can quickly reach right around the world to
develop these relationships—or just as far as next door.
Develop new partnerships. Share resources with other teams, seek new alliances
with other organizations, and maximize your vendor relationships.
Be careful about what you cut. Short-term cuts to lighten the load may seem viable
now, but they could prove disastrous in the long term.

Roll with change as it occurs. Otherwise, old inefficiencies may pile up until work
grinds to a halt or the latest opportunity passes you by. What doesn’t grow either
stagnates or rots. Like the dinosaurs, you’ll die if you can’t evolve.

Spark innovation. Seek some levels of change at the creative level. Encourage risktaking. This often results in profitable new ways to conduct business, or in inventive
new products and services. Make incremental improvements when necessary, and
take quantum leaps when possible.

Don’t let fear hold you back.

Give people reasons to try harder.

Why should they care? Why is the mission important and compelling to them?
• What is the goal? What are they expected to achieve, so they know when they’ve
arrived?

Show them why what they do matters.

Clear the air

Work toward coherence.

Keep an eye on your instruments.

encourage accountability

Conquer crises.

Speed up your decision-making process

Employ the THINK method. Urge your team members to better themselves by
Taking care of their health, Honing their memories, Improving focus, Nourishing
their brains, and leveraging Knowledge as power.

Eliminate Time Wasters: Root out procrastination, eliminate distractions.

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