Most leaders are buoyed with great vision and the need to leave a positive legacy in whatever they do. Many grapple with frustrations when they see that only a fraction of their aspirations have been converted to little results despite huge efforts and resources.
Execution leadership is the skill leaders deploy to enable them close the gap between aspirations and results, between strategy and actual attainments and between foresight and reality.
Leaders are idea generators with effusive enthusiasms. The translation of the ideas to reality is the difference between a dream and a vision.
Too many ideas remain in talking realms and only a few are implemented as conceived because of sheer fear of failure or mockery by bystanders. This is the reason why everyone with buzzing ideas must work assiduously to make their ideas a reality.
The reasons why leaders frustrated can be attributable to the following;
- a) Inability to adapt the idea to prevailing realities. Many executives are inflexible, and find it difficult to align ideas to reality through adaptation. That an idea worked well in one organization does not mean it will work well in others. A value analysis of the existing complexity is required in order to refocus strategy that will close the gap between set goals and results, by paying attention to details.
- b) Ideation infatuation: Many leaders constantly think through, create and introduce new ideas which they never implement in full cycle before moving to new ones. They are known for constantly dreaming of new projects, processes and characterizations but have no patience to push them through before embarking on new deals.
Executive leaders who dream and think big but cannot commit his/her personal resources to make them happen is unrealistic, unreasonable and insecure. Realistic and secure people dream and commit to making them come true
- c) Analysis paralysis: These are leaders who in an attempt to understand the complexities of issues break them down to smaller bits and suddenly becomes overwhelmed by how big their problem is.
They are skilled in analyzing problems to component parts but never identify solutions to cure these challenges.
- d) Inability to build a momentum due to poor communications: Leadership when demonstrated and communicated in a way that team member’s collaboration and buy-in are secured, goal implementation become easier and faster
To build consensus, the leader must state clearly the message and it’s requirements in order to secure the commitment of all team members by emphasizing the common benefit the various stakeholders stand to profit from the enterprise.
- e) Using external resource to execute a project internal resource can execute. Many execution conflicts faced by leaders arise when they try to undermine their internal team members by bringing in external resource to perform simple tasks under the disguise of outsourcing.
When a leader decides to use external resource to execute a project that could be properly executed by internal resource, it usually breed discontent, misalignment and distrust particularly when the purpose is poorly communicated to all concerned.
- f) Fear of taking risk. A great ingredient of leadership is the ability to take risk. Risky ventures are built on the leader’s conviction of seeing what others do not see, believing what is possible and making a leap into the future with the hope that all will be well, though there maybe reasons to doubt how things may turn out.
To take a risk is to create a future and manage the consequences of the results. There are many leaders who have done great things but only a few of them did not doubt that their actions may fail at the end.
At the very end, their fears dissolves and the outcome are usually exceedingly brilliant.
A leader must attempt big things and projects, things bigger than their comprehension, that shocks them out of reality and which perhaps gives them sleepless nights of how it can be realized. It is only then that their risk ability can become ingenious.