The Leader’s Seven Essential Behaviors (Part 2)

We’ve been discussing the book entitled Execution: The Discipline of Getting Things Done. 

So what does an “executing” leader look like?  Am I a leader who “executes?”  Are you?  The authors list seven essential behaviors that form the first building block of execution:

·         Know your people and your business

·         Insist on realism

·         Set clear goals and priorities

·         Follow through

·         Reward the doers

·         Expand people’s capabilities

·         Know yourself

The last Weekly Insight focused on the first four of these essential behaviors.  This week we’ll begin with:

Reward the Doers

How well does your organization link rewards to performance?  Do the people who perform achieve higher rewards than those who don’t?  Someone who hasn’t worked in corporate America might think, “Well, of course you distinguish between those who achieve results and those that don’t.”  But the reality may be just the opposite. 

For example, I remember the annual “performance appraisal and raise” cycle at General Electric.  Each manager was given a fixed pool of money for raises within her department.  The amount was based on an overall percentage—EOP—the effect on payroll number.  Let’s assume the EOP was 5% and, to make the example simple, let’s further assume that each person in the department is now being paid a salary of $40,000 per year. 

You would think the manager would reward her “doers” with let’s say a 7% raise and her “non-doers” with perhaps 3%.  Or maybe she really wants to differentiate with 8% and 2%.  But the fact of the matter is this.  If the rate of inflation is 4%, the manager tends to provide raises of 6% for the high performers and 4% for the low performers—a  mere 2% difference.  Why?  Many times leaders lack confidence to explain to a direct report why he got a lower than expected reward.

You can imagine the impact on your “performance culture” if you don’t measure, don’t reward and don’t promote people who know how to get things done.  You must make it clear to everybody in your organization that rewards and respect are based on performance.

And what does the Scripture say in regards to this?  The word “reward” is mentioned over 80 times in the Bible.  Here’s just one reference: Matthew 16:27 For the Son of man shall come in the glory of his Father with his angels; and then he shall reward every man according to his works.

The parable of the talents (Matthew 25) also provides some insight into Jesus’ expectations regarding return on investment.  Our Father’s expectations for His children can also be found in Luke 12:48 “…to whom much is given, much is required.” 

Or how about Ephesians 2:10: For we are his workmanship, created in Christ Jesus unto good works, which God hath before ordained that we should walk in them.

God expects good works from me after I have entered into a personal relationship with Him through His Son.  And He plans to reward me accordingly.  He does measure, He will reward, and He will promote based on performance—God will reward His children who are “doers.”   It reminds me of a verse that was painted across the wall in the church where I grew up: James 1:22 “But be ye doers of the word, and not hearers only, deceiving your own selves”.  (NOTE: remember, salvation is by faith in Christ alone (Ephesians 2: 8, 9); the above deals with rewarding His children after they have received salvation by placing their trust in Christ as Lord and Savior).

Expand People’s Capabilities Through Coaching

There’s a difference between giving people orders and teaching people how to get things done.  As a leader, you have a responsibility to expand the capabilities of your organization through coaching.  The skill of the coach is the art of questioning.  Asking great questions forces people to think and discover new alternatives.  Your questions will bring out the realities of the situation you are facing and in the process help your direct reports grow in wisdom.  You must spend time—one on one—with your direct reports (see Weekly Insight 1-23).  Someone likened it to “pouring your life” into others.  It’s a model Jesus used quite effectively with His closest disciples.

Know Yourself

Good leaders learn their specific personal strengths and weaknesses and build on their strengths while working to correct their weaknesses.  This inner strength is necessary to be honest with yourself and those around you.  You have to have the courage to accept points of view that are different from yours and to deal with conflict.  You must never waiver from what you think is right.  You must also be honest with yourself and others, knowing that you don’t have all the answers.  The authors mention four core qualities that are evident in leaders that have this inner strength:  Authenticity, Self-Awareness, Self-Mastery (e.g., keeping your ego in check), and Humility.

Remember, the behavior of your organization’s leaders is ultimately the behavior of your organization.  Thus, if you are the CEO, your behavior forms the foundation of your organization’s culture and will determine whether you create a culture of execution or not. 

Keith 

Subscribe to these Weekly Insights at no cost at www.daystarconsulting.com

Weekly Insight answers to executive questions at http://www.daystarconsulting.com/faq.asp 

__________DayStar Testimonial __________________________________________ 

Keith Starcher's Weekly Insights have been such a blessing to me personally and professionally.  Receiving the letter each week provides thought-provoking insight, encouragement and freshness.  I look forward to their arrival in my email inbox each week.