The "8% Club"

Leaders,

An interesting article here from HBR, “Only 8% of Leaders are Good at Strategy and Execution.”  Their survey, and subsequent research, identified 5 Acts that “help companies close the strategy-to-execution gap.”  As the article suggests, think of these 5 Acts as “a chance to create an engine of growth for you personally and for the company (with my editorial comments for your consideration):”

·        Commit to an Identity.  All of our leadership programs begin with some effort to know yourself.  As the adage goes, the first person you must be able to lead…is YOU!  We use a powerful assessment tool (Energize2Lead) to help leaders understand their wiring.  Rather than change it…own it!  We then work with leaders to write their personal leadership philosophy.  You are who you are.  Be that person – consistently.  Ask your team to hold you accountable when your actions do not match your words.  Be yourself (if you’ve read my book, you’ll know that is the first tenet of my own leadership philosophy!).

·        Translate the Strategic into the Every Day.  I like the perspective in the article that leaders need two kinds of perspectives – nearsighted and farsighted.  In “Leader Business,” I wrote about a military leader’s eyes while driving down a highway in Iraq, on the lookout for IEDs.  Their vision goes from looking far out (How does the road look ahead?) to right under the tires (Any telling signs of trouble along the shoulders, movement of dirt, etc.?).  Back & forth; near and far.  Yes, the higher up you go, the more time you spend with the far out (strategic).  But, you must be able to switch back to the tactical regularly, “get your hands into the mud,” and make sure nothing blows up under the tires.  But, make sure it is not at the expense of growing others, empowering them to do their jobs, and such that you only do the tactical and not the strategic!  Try driving and only look immediately in front of your vehicle.  You won’t make it far!

·        Put your Culture to Work.  I recently heard Jim Collins (Good to Great) describe culture as the sum of (1) The People Decisions you Make (hiring, firing, promotions, etc.) and (2) The Behavior of Leaders in Key Positions.  What are you role modelling for your organization to demonstrate your culture?  As the article suggests, you can’t do this from your office (or by email).  You need to be seen and heard.  That is your culture!

·        Cut Costs to Grow Stronger.  No resource is more important to you and your team than your personal time and attention.  Allocating enough to both strategy and execution, every day, will put you in what appears to be elite company.  Just look at the week ahead.  My guess is you’ve got plenty of activities planned for influencing execution (project reviews, metrics, meetings, etc.)  What about the bigger picture?  Where will you influence the strategic thinking of your organization?  Be deliberate about both.

·        Shape the Future.  This one is huge.  Leaders must seek ways to “build an extremely capable team, knowing that ultimately the future will depend on developing the next generation of leaders.”  What are you doing to grow your leaders – this week?  Challenge them, push them, grow them.  Look at what you have budgeted for leadership development at all tiers of your organization. 

It goes without saying that I am here to help with all of these “Acts,” especially the last one.  I want to help you and your leaders be a part of that apparently very elite club – the 8%!!  Let me know how I can help!  That's Leader Business! 

Mission Planning III

In any moment of decision the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.

-- Theodore Roosevelt

A recent study by the US Army War College investigated critical behaviors of senior military leaders. Few skills ranked higher on the required attributes list than the ability to plan missions, solve problems and make decisions. In the last post on this series, we looked at the first two steps of mission planning. We continue with those steps that translate intentions into action.

Step 1. Analyze the mission.

Step 2. Develop alternatives.

Step 3. Analyze alternatives.

Once alternatives are identified, they should be deliberately analyzed and debated with respect to their relative strengths, weaknesses, and risks. Potential courses of action should be measured against critical evaluation criteria (again, those criteria that will differentiate one alternative from another – i.e. cost/speed of implementation, savings, risk, etc.). Criteria with greater relative importance should be weighted accordingly.

Military leaders conduct a deliberate war game for each course of action. These are free-play exercises conducted on a map or in a computer modeling scenario that analyze alternatives by looking at enemy actions and friendly reactions, much like a game of chess. These movements are carried all the way through the final objective with notes taken, casualties assessed, and relative positions recorded. This is an effective way to understand second and third order effects of proposed courses of action.

War game results are entered into a “synchronization matrix” with entries for the enemy and each subordinate unit in relative time and space. Should a particular course of action be selected, this matrix becomes the basis for the detailed orders issued to each unit. While deliberate and somewhat time consuming, there is no substitute for seeing anticipated actions “play out” to enable an understanding of the strengths, weaknesses, and associated risks with the proposed alternative.

Step 4. Make a decision and communicate the results.

Leaders make decisions. That is what they get paid to do. After analysis of alternatives, it is ultimately the leader’s role to select a preferred alternative. If the recommended solution is not adequate or does not meet the intent of the mission, go back to the drawing board or, more likely, modify it as necessary to make it adequate. And while clearly the leader’s prerogative, exercise caution when rejecting subordinate recommendations (i.e. learn how to say no). Leaders must not destroy the creativity and motivation of the subordinate team.

Once an alternative is selected, move out. Leave no doubt about the decision and state, “OK, here is what we are going to do.” Issue mission orders and instructions to the entire team. Communicate task and purpose with guidance that is specific when specificity is required, and intentionally vague when subordinates have the latitude to work out the details on their own. Leaders must ensure that subordinates understand the big picture as well as their own individual requirements.

Army Ranger school is a lot more than surviving for two months on no sleep and one meal per day. It was a small unit leadership laboratory that emphasized the value of clear, detailed mission orders in the following format:

-- Situation – a detailed description of the big picture (both friendly and enemy perspectives). This provides the context for the mission.

-- Mission – the restated problem (from step 1). This section of the mission order gives subordinates the “5 Ws,” the most important of which, “Why?” provides the purpose and motivation for the mission.

-- Execution – includes a description of the overall concept of the operation along with specific tasks for completion and contingency activities based on friendly or enemy actions. All units receive both a task and purpose and understand whether they are in a support or a supported role. Coordinating details (time lines, mission rehearsal schedules, issues common to multiple units) further clarify subordinate requirements.

-- Resources– organizations are provided the necessary resources to meet the demands of the mission. Leaders understand the importance of their role as chief alignment officers and ensure that supplies and mission essential resources are sufficient to accomplish the mission. Forecasted resource demands are a critical output from the war game / alternative analysis step and help leaders proactively address key logistics issues.

-- Command/Communications – addresses critical communication issues pertinent for the mission such as the location of the leader on the battlefield and radio frequencies for communications during the mission.

Mission plans that result from this process are likely to be well thought out and reasonable solutions. They will synchronize the activities and responsibilities of the entire team. Most importantly, this approach to planning should produce a consensus decision, crafted by team members who take ownership of that which they must ultimately execute. Stay tuned for one more post in this series that looks at some other techniques for mission planning and decision-making.

Leaders who fail to plan – plan to fail. They ensure that the mission is well understood and that available alternatives are identified before moving to a solution. These are skills we demand from our leaders, no matter the operational context. That makes the planning process…Leader Business.

Troop Leading Procedures (Part III)

For many people, the task of leading one's group can be daunting. Where's the training? What about some sort of manual? Well...we can forget about either one. For most, good old OJT (on the job training) is all that is offered to help in the growth and development of leaders.

So when it comes to procedures for leading "troops," why not benefit from the lessons of the military? What follows then is a continuation of our discussion on "Troop Leading Procedures." I first learned them at Army Ranger School as a logical methodology to translate a new mission into action for small units. I have since discovered that this approach is just as valid for large, civilian units like the one I now lead.

Here are what are known as "Troop Leading Procedures:"

L – Listen and receive the Mission.
E – Energize the Troops. (Issue a Warning Order)
A – Approximate Plans. (Develop a rough “battle” plan)
D – Drive towards the objective. (Initiate early movement)
E – Eyes on the Battlefield. (Conduct reconnaissance)
R – Refine your plan.
S – Share the Vision, Plans, Goals, and Objectives. (Issue your orders)
H – Hold Accountable. (Check, Double check, check the checkers)
I – Integrate changes. (Adjust your plan)
P – Prepare to WIN! (Supervise Execution)

In Part I, we looked at the first three steps (L-E-A). This was enough to thoroughly understand requirements, get out some initial instructions to the team, and start building a plan. People are energized, plans are taking shape, leadership is happening. In Part II, we examined the next 4 elements (D-E-R-S) and got people moving while we completed the plan and shared it with others. Let's keep going!

Hold Accountable. Check, double check, and check the checkers. As your troops leave, no doubt inspired by your very presence and ready to give their lives for mission accomplishment (well maybe not quite yet!), know that your job as leader has just begun. Team members must begin the hard work of accomplishing the tasks that you have ordered. Your job is to follow-up…and follow-through. Check the line workers to assess if everyone is getting the message and to gauge how well your orders are being received. Listen and get feedback. Walk the halls and see (first-hand) if schedules are being met and change is occurring as intended. Determine for yourself if your vision has reached every soldier in every foxhole on the battlefield! Hold subordinate leaders (checkers themselves) accountable for meeting milestones and accomplishing assigned tasks (i.e. check the checkers).

IBM CEO Lou Gerstner (Who Says Elephants Can’t Dance?) found that subordinates would only respect what the leader inspects and that the greatest failure for leaders was in “confusing expectation with inspection.” Most military leaders would agree. Checking the checkers holds people accountable for their part of the plan -- from top to bottom.

Integrate changes. Adjust your plan. Don’t fall in love with your plan. Recognize the old adage that “planning is priceless while plans are useless.” Since the standard for issuing initial plans and orders was “reasonable,” continue to gain feedback and integrate new information and emerging opportunities into your product. Be flexible. Don't become wed to the plan but view it as a work in progress and make changes as you go. Listen to your teammates and allow them to shape what will no doubt become a better, more executable product.

Prepare to Win! Supervise Execution. Recognize that no team is ready for the big game without practice – tons of it. Conduct rehearsals at every level to ensure a full understanding of the plan. Solve problems. Continue to train, even while fully engaged in execution. Decentralize decision making while remaining focused on task and purpose. Continue to circulate the battlefield and checking on the execution of the plan. Keep the lines of communication open and share information with the entire team.

These are Troop Leading Procedures. I hope you can print out the three parts of this discussion and spend some time looking at each step. Get your team together and go over what each element means in your organization and how you might better facilitate each step.

This is how we teach military leaders to receive instructions and turn them into action. So for those that OJT is the only training you received, I hope this helps. It works for me. Troop Leading Procedures are...Leader Business.

Four Powerful Words

We're at the end of our fiscal year. It's time to roll up the sleeves and "git 'er done." Goals and metrics must be met. No excuses. I truly love this time of the year. This is where leadership truly matters. Execution!

I am regularly reminded that 4 simple words can turn a problem around. These 4 words can overcome roadblocks and help teams push through to the objective. When people say, "We can't do it" or "it won't happen" -- I ask, "What Will It Take?"

What will it take to overcome this problem? More people, more money, more equipment? Who can I speak to in order to overcome this issue? How can I help adjust priorities to help meet your requirements? What factors that are beyond your control (but within mine) might I adjust to help make you successful? How can I help?

Too often when team members say that something can't happen, they are basing this belief on the exhaustion of options and resources at their level. We know there is so much more that can be applied to these issues, so much more grease to lessen the friction. But it is not my experience that teammates will ask this question on their own. They culminate when they cannot solve their own problems with their own resources and conclude that it cannot be done. I ask...What will it take?

-- When teams say the schedule does not support mission completion, I ask them to show me one that will. Unconstrained...without assumptions about the availability of resources. Just tell me what it would take to be successful. Let me decide if resources are available to support the plan. Show me a perfect schedule that does complete the task and let me determine how to help you get there.

-- When a teammate suggests that an external party cannot provide something in time to meet the schedule, I ask for their supervisor's number. Let me speak with them and let us confer about how to get the team back on track. Let me find an alternate source of this product that will keep you on your timeline.

-- When a leader shows me a schedule that is based on "doctrinal" processes and procedures, I ask where we might streamline or "crash" the schedule. I understand that "legal review" typically takes 10 days...but they work for me. I know that contracting needs a week to complete their actions...but they work for me. I know that our manuals say it must be done this way...but we wrote the manual! What would it take...to get to where you are trying to go? Let me determine how I can help you get there.

Leaders are focused -- first and foremost -- on mission execution. There is no "can't." Teams have to understand that the mission "MUST" be completed. Together you can determine what it will take to do so. If it is longer hours, more people, more resources, streamlined processes, adjusted priorities...whatever. We must accomplish the mission. No excuses! What will it take?

So I ask you (and myself)-- are you (am I) focused like this? Are we asking our teammates this question and then following up with the assistance that will enable mission accomplishment? Turn the negative into a positive. Don't accept -- "We Can't." Ask them -- "What will it take?" That's what leaders do! That makes it...Leader Business!

Battlefield Circulation (Part III)

Battlefield circulation is regular movement within the leader’s area of operations designed to improve communication and enhance the situational awareness of the leader and those he or she leads. It is a combination of random visits and a well-planned, disciplined travel and meeting schedule that positions the leader, in the right place and at the right time, to influence the battle. Battlefield circulation is Leader Business.

This is the third in a series about battlefield circulation. Part I introduced the concept, Part II showed what it looked like and what could be gained – both by the leader and by the rest of the team. (BTW -- the man in the picture above is General Lynch, who I described in Part II as the best "battlefield circulator" I have known.) Part III will highlight some key techniques and considerations for making battlefield circulation part of our daily routines.

-- Get personal. Find out what makes people tick. Ask about their families and outside interests. Ask about their goals and dreams. Know what problems your teammates face and try to help overcome them. Connect with people and let them know that you care.

-- Visit teammates on their “turf.” Assess performance, productivity, and working conditions first-hand. Look for emerging leaders. Conduct performance counseling and give feedback. Determine for yourself if projects are being completed on schedule and within budget. See if team members have the tools to do what is asked of them. Rather than asking people to come to your office to make a presentation, tell them you will come to their area instead. Go sit in a few classrooms. Spend some time in the kitchen or behind the register. Go out on the road with the sales staff. Move out of your comfort zone and into theirs.

-- Conduct a “Vision check-up.” Ensure everyone on the team understands your “big picture.” Assess whether goals, objectives, and individual tasks are aligned with what you are trying to do. See if people “get” what you are trying to do – and if they do so with the same passion that you have when you share it.

-- Meet with key customers. As a school principal these may be 10-20 students representing the demographics of the student body. As a church leader consider your members as customers - get out and meet them, again on their turf. In business these may be board members or major shareholders. Take some time, if you have not already, to put together a list of current and prospective customers and include them in your circulation pattern. Are you satisfying them? Are they thrilled with your product and your performance?

-- Spend some time with the lowest private, the new team member, and the rank-and-file workers. How is their morale? Do they have what they need to do their jobs? Ask the line workers for feedback on your “great ideas.” Few will hesitate to tell you exactly what they think. Gauge for yourself how communication flows in your organization. Ask the new employees what they know about where you are headed organizationally.

-- Take someone with you. While there are often good reasons to meet with people one-on-one, balance this by including others with you while you visit with the team. You are not the only one who needs enhanced situational awareness. In the military, there is no substitute for taking the supply officer down to the front lines to hear directly from the troops what they think about the “chow” or the flow of ammunition to help them understand the importance of their staff function. Who can you take with you to the field on your next visit? Whose professional development can you enhance by getting exposure to your leadership and seeing what you see when you circulate the battlefield?

-- Don’t do all the talking. Ask questions but listen intently to the answers. Write down what you learn and share it with the rest of your team. Your situational awareness is best enhanced by letting your customers, stakeholders, subordinate leaders, and employees talk about their needs and their accomplishments.

-- Stay balanced. Don’t take battlefield circulation to the extreme. If you are always on the road and never sleeping in your own bed - watch out. Maintain balance between your time in your office and out walking around. Keep a pulse on your physical, mental, spiritual, and family health. Many are the potholes that threaten the “road warrior” doing well-intended travel across the battlefield. Be where you need to be, when you need to be there, to influence key events and key leaders and to enhance your own situational awareness - but keep it in balance.

-- Always have a few briefings “in the can” and ready to go. Be ready to meet with a new client or customer while on the road. Have your vision, quarterly and annual performance reports, and future plans stored in your laptop and ready to go for use during employee town hall meetings or discussions with key leaders.

-- Catch people in the act of doing something good. So much of leadership is about who we can influence, who we can motivate, who we can touch in a positive way. Keep some small tokens or on-the-spot awards in your briefcase or “ammo pouch.” Spend time saying “thank you,” “well done,” or “you’re doing a terrific job.” One small “attaboy” from the boss down on the line, on the shop floor, in the classroom, or in the heat of battle, will not only influence the morale of your “troops,” it may determine the outcome of the battle.

Battlefield circulation is a disciplined activity. It is too easy to get sucked into the office and never leave. Leaders must be disciplined to prioritize where they need to be and to know when they need to be there. We must be conscious of how much time we are spending behind our computer versus quality time out with the troops. Note that in the business world it is commonly called management by “walking around,” not “wandering around!” Some of it is random. Most of it is deliberate movement based on a sense of where presence is required, where communication can be enhanced, and where direct influence is needed.

There is no substitute for being seen. Leadership is about influencing people, inspiring them to levels of greatness that they never thought possible. It’s about being genuinely interested in people and investing the time and energy in enabling their success. This sort of thing does not happen by email. Nope – we’ve got to be there. Let's all make a point to get out of our cubicles and get out with the troops. That’s Leader Business!

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***If you want to learn more about the business of leaders or want to be a regular reader of Leader Business, please go to the section marked "Receive Leader Business Updates in your Mailbox" in the upper right corner of this site!

Battlefield Circulation (Part II)

Battlefield circulation is the regular movement within the leader’s area of operations designed to enhance situational awareness -- both of the leader and those he or she leads (see Battlefield Circulation Part I for an introduction to this topic). It is not random visits (although these have a place in maintaining contact and regular, open communications within the team) but rather a well-planned, disciplined travel and meeting schedule that positions the leader, in the right place and at the right time, to influence the battle. Battlefield circulation is Leader Business.

General Rick Lynch was the best I’ve seen at battlefield circulation. He entered his headquarters early in the morning for an update on the current operations and the events of the evening. Each subordinate staff representative briefed him until he had a complete understanding of the friendly and enemy situation. He then spent an hour or so with his planning staff, discussing future operations, at his level about 48-72 hours in the future. He gave them guidance on how he wanted to fight the next battle and how he envisioned the battle after that, outlining very clearly his vision, his intent, and specific tasks that he expected to be completed prior to his return.

With that complete, he was free to circulate. He moved from subordinate unit to subordinate unit, talking to leaders one and two levels below his and spot-checking with the privates and sergeants down where the rubber met the road. “How is your family? What’s on your mind? How was the current battle going? Do you have all the troops and equipment you need to be successful? What do you think about the plans for the next battle? Do you understand the big picture and how your unit’s success contributes to the overall organization vision? Have you heard about the successes and failures in the unit on your flank? How can you apply their lessons learned? What additional guidance do you need from me while I am here? Do you have any heroes I can personally recognize for their contribution while I am here?”

When he was done and before he moved to another unit he would call back to his headquarters. “Any updates? Here is what I learned from this unit - please share this information with the rest of the team. This is the feedback I got from their leadership about future operations and how I think we should modify our plans to include their recommendations. Do you have anything for me? OK - got it.”

Wow! Look at what is gained from just this brief period of interaction with the team:

· Teammates who know that their leader cares for them and is working to maintain open communication channels.
· Immediate decisions, made closest to those who will have to implement them.
· A full understanding of personnel, equipment, and other resource issues.
· A true learning organization.
· A shared vision.
· An empowered staff, armed with enough guidance to accomplish their tasks and with enough situational awareness to make their products relevant.

Does this sound like something you need in your “outfit?” Is it time to get out of your office and start circulating the battlefield? What is stopping you? Take action – today!

Battlefield circulation is…Leader Business!

Battlefield Circulation (Part I)

The leader goes where he can best influence the battle, where his moral and physical presence can be felt, and where his will to achieve victory can best be expressed, understood, and acted upon.
Army Field Manual 100-5

Routinely while serving as a trainer at the Army's National Training Center (NTC), otherwise very capable combat leaders would express to me their challenges with maintaining good situational awareness about what was happening on the battlefield. They would be especially frustrated that subordinate leaders were not communicating to them what they needed, when they needed it and that critical issues were elevated to their level when it was too late to influence the outcome. These leaders consistently felt like they were not connected with their troops and knew they were not effectively leading their unit.

Their problem, shared by so many leaders, was that they were tied to their command post. They allowed themselves to be bound to their desk and tried to lead through email and secondhand information, instead of directly influencing leaders and their actions. They lacked an understanding of their area of operations and the challenges that their soldiers were having -- information that should have been gained first-hand through direct observation and face-to-face dialogue.

What they lacked, in military terms, was an understanding of the importance of “battlefield circulation.” In business circles it is often referred to as “managing by wandering around.” I have found that it is that essential leadership activity of getting out from behind the desk and getting out in the field that so often is the difference between effective and ineffective leaders.

Routinely, I saw leaders at the NTC struggling with issues such as why their plans were not completed as intended, why their troops could not embrace and execute their vision, and why it was so difficult to communicate critical information in a timely manner. And yet these were the leaders who were unable to separate themselves from the comfort of their headquarters. In business or in combat, regular “battlefield circulation” is guaranteed to enhance productivity and increase every leader’s probability of success.

Very few combat leaders are successful without regularly moving to a vantage point with a clear view of the battlefield, close enough to gauge first-hand the sights and sounds of warfare, talking to subordinate leaders and their soldiers, looking them in the eye, finding out, for one’s self, answers to questions such as: Are they afraid? Do they have what they need to be successful? Do they understand the plan? Do they understand their opponent? Have they accounted for risks? These are personal observations that cannot be gained from a PowerPoint presentation, in a conference call, or in an email.

Battlefield circulation is regular movement within the leader’s area of operations designed to enhance the situational awareness of the leader and those he or she leads. It stems from a desire to be with the troops, to be near the action, to be in the fight. Battlefield circulation, when done correctly, is not just random movement but a series of well-planned, disciplined movement and meeting schedules that position the leader, in the right place and at the right time, to influence the battle.

In business, battlefield circulation means going down to the shop floor, talking to the maintenance and production crews. It demands that leaders get out in the field with the sales staff; spend some time with the men and women in Research & Development (R&D); see what the marketing folks are up to; meet teammates on their turf; talk to customers. It means getting off our butts and getting out there with the troops!

Is this a common practice? Unfortunately it is increasingly less so. Too many leaders never leave their office or cubicle. We do too much email and too little direct communication. We let things come to us instead of intuitively knowing where the action is...and being there to help. We become slaves to our schedules instead of purposefully scheduling movements that will increase our interactions with others and enhance our situational awareness and increase our effectiveness.

Let's start to turn this around. Let's get out and start circulating the battlefield. This is Leader Business.

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For more on this discussion read Part II here (see what it looks like and what can be gained from battlefield circulation) and Part III here (some techniques and key considerations).

***If you want to learn more about the business of leaders or want to be a regular reader of Leader Business, please go to the section marked "Receive Leader Business Updates in your Mailbox" in the upper right corner of this site!

It's the Execution...Stupid

Dan McCarthy in his blog, Great Leadership, pointed me to the latest issue of Fortune magazine and the cover story on "The Best Advice I Ever Got." Among the business leader comments that he highlighted, this gem from Mark Hurd at Hewlett-Packard stood out to me:

Nine years after starting at NCR, I moved to a head-office job in Dayton in 1988. An NCR executive was giving a presentation; he had great slides and an even better delivery. The CEO, Chuck Exley, listened to the entire presentation in his typically gracious, courteous manner. At the conclusion, he nodded and said something brief but profound: "Good story, but it's hard to look smart with bad numbers." And as I reflected on it, the presenter, articulate as he was, as good as his slides were, simply had bad numbers. That comment has always stayed with me. You have to focus on the underlying substance. There's just no way to disguise poor performance. I've tried to follow that advice throughout my career. Deliver good numbers and you earn the right for people to listen to you.

What a great reminder to me that it is not the delivery of comments that make our product great but the delivery of product that makes our comments great! It's about the bottom line. It's the execution, stupid!

Too often I get caught up in things that don't matter. My calendar does not reflect my priorities. My conversations are about everything other than what helps us accomplish the mission. I'm not focused on performance. I forget that if I don't execute, it does not matter what else I say or do.

Sometimes I need to hear comments like this. I consider myself a good speaker. My presentations are usually pretty solid. But if I want people to hear what I have to say -- I better be able to back it up. I had better be obsessive about execution. I better spring out of bed and act as if my competition was breathing down my neck. I better have a sense of urgency about delivering on promises and about finishing projects -- on time, under budget, etc.

"Deliver good numbers and you earn the right for people to listen to you." That's Leader Business.

Jayhawk Leadership

For those of you who aren’t college basketball fans, you missed a classic on Monday night. In the process of winning the NCAA Men’s Basketball Championship, the Kansas Jayhawks taught us plenty about leadership. Notwithstanding that it was an “Instant Classic,” here were some of the leadership gems from this great game:

-- Recruit well. Most of the champion Jayhawks’ roster was loaded with high-school All-Americans. Building a championship team begins with finding the best possible talent.

-- Coach ‘em up. Kansas’ Bill Self clearly outcoached his opposite number on the Memphis sideline. He seemed to know when to go fast, when to go slow, and who to have on the court. And when they had to do it, his team knew how to foul.

-- Cultivate a belief in the TEAM. Despite their National Championship, not one player on Kansas even made first-team in their conference. Remember, these were all high-school All-Americans. Somehow, they were able to subordinate their individual goals to the success of the TEAM. These are great players. Many of them will succeed as professionals. But they all bought in to the pursuit of the big prize.

-- Execute. Kansas never got down, even when trailing by 9 with just over 2 minutes remaining. They followed their game plan, listened to their coach, and made their shots, including an incredible 3-pointer that sent the game into overtime. Memphis, on the other hand, could not make free throws down the stretch, and were clearly fatigued when the game was on the line. The game was decided by the players and the coaches, on the court. And the better executing team – won.

What a game. The overtime thriller – and the National Championship – went to the better TEAM, 75-68. Memphis may have had the better players (to include two, 1st Team All-Americans), but they were left to agonize over what could have been.

It was the leadership. Recruit well. Coach ‘em up. Cultivate a belief in TEAM. Execute. That’s Jayhawk leadership. And that’s Leader Business.

Leaders Execute

It is the end of our performance year and we are totally focused on execution. This is, rightly so, the way our leadership is ultimately measured. Namely, do we accomplish the mission? For me and my team, it is time to knuckle down between now and September 30 - and get the job done.

Here are some of the leadership lessons that I am learning as we approach the finish line:

Communicate with rigor. We cannot have any surprises. If someone needs help they must know to come up on the net immediately, not try to solve their problems on their own…until it is too late to receive assistance. I am constantly calling my key leaders, asking where they stand on key projects and milestones (our top 10), and offering my help. We must proactively communicate with project partners and customers. And we must ensure that the vertical team (my higher headquarters) is fully aware of our expected outcomes. They don’t like surprises, either!

Schedule it / Measure it / Execute it. We can’t have empty promises. I want to know where we are versus the schedule. And I want to see a schedule that is realistic and results in success no later than the key date (30 September for our fiscal year-end). We must be able to measure our progress against our commitments. And if it looks like we are coming up short…see “communicate with rigor,” above. For example, we made some commitments on Monday as to what would be completed by Friday in order to meet our end of year goals. Well…we’ll be working late on Friday. And I’ll be standing at the door…with my schedules in hand!

Align Resources. I believe that among a leader’s most critical tasks is the alignment of resources. Money, people, facilities, tools must be appropriately allocated to those tasks that will enable our end of year success. This is no time for equity (one slice for everyone). The top projects must be provided whatever they need to be successful. Leaders make decisions – timely, well informed, and transparent. See “communicate with rigor,” above.

Watch the clock. Perhaps the most precious resource that must be protected here at crunch time - is time. Protect the team’s time. There is no space for superfluous meetings. And forget about vacations, travel, and training (all important…but not something for the home stretch). In many cases, the way I can enable the success of my team is to minimize distractions and help keep the team’s collective eye on the ball.

Win. Regardless of how and when it is measured, leaders must do everything in their power to win. At the end of the fiscal year, we want to come out on top. A team that understands that second place is not good enough, and whose leaders are willing to do everything to help the team succeed, will leave it all on the field. That is where we want to end up – with our tongues hanging out, exhausted, helping each other cross the finish line. In FIRST PLACE!

Most of us don’t have these end of year constraints. But we all have crunch time: project due dates, proposal submission timelines, end of the semester, election time. What we do here really is the difference maker. This is how leaders influence the battle. Execution is what leadership really is all about.

Execution is…Leader Business.