Why are leadership execution skills important? What’s it like working for someone who’s an execution leader?
People who lead by execution do anything possible to make their ideas a reality. This also involves making hard decisions for both themselves and the team.
Continue reading to learn how to be a leader who focuses on execution, according to Strengths Based Leadership by Tom Rath and Barry Conchie.
Execution Leadership
People who exhibit leadership execution qualities can bring ideas to fruition, doing whatever it takes to get something done. There are a variety of qualities someone may have that help them excel in this category. For example, they may possess discipline to help them stay on track toward a goal, a sense of personal pride in working hard and achieving things, or a sense of responsibility for their team’s success.
To demonstrate what an executor looks like in action, the authors share the success story of Wendy Kopp, founder of an education-focused nonprofit called Teach For America. Kopp exemplifies the executing theme with her dominant characteristics of achievement and responsibility. After realizing the lack of quality education available to underprivileged children in the US, Kopp felt a personal sense of responsibility to create education opportunities. She worked persistently to organize a team of talented people and has now gathered hundreds of millions of dollars in funding.
(Shortform note: In an interview since the publication of Strengths Based Leadership, Kopp discusses additional keys to her success that align with other strengths mentioned in this book. For instance, she discusses the importance of strategic thinking—analyzing what actions are working best toward achieving your goals and adjusting your approach to incorporate more of whatever those things might be (we’ll discuss this strength in more detail later). For Kopp, she realized that the most efficient and effective type of education she could deliver was that which developed leadership skills in children—confidence, self-awareness, and critical thinking.)
Actionable: Let Your Team Know You’re Willing to Help
If you’re a leader who executes, you likely feel a strong sense of responsibility for your company’s success. So, Conchie and Rath say to make sure your team knows you’re not just willing to fulfill the needs of your customers—you’re also willing to help your team members succeed.
If you have a team member who executes, give them the freedom to assume more responsibility on the team. People who execute are typically motivated by new opportunities to contribute to their team.
| How to Execute Like a Navy SEAL In Leadership Strategy and Tactics, US Navy SEAL Jocko Willink outlines several qualities that align with Conchie and Rath’s executing theme. For instance, Willink promotes discipline as foundational for executing tasks that need to be accomplished (he has an entire book dedicated to this subject). He also regards discipline as a stepping stone toward taking pride in your work. That is, when you remain disciplined long enough to execute your job well, you develop pride in what you do. Willink’s view on responsibility is that it’s beneficial to take ownership of any problems that occur on your team. This avoids any time wasted on casting blame and inspires your team members to take responsibility for future problems. For instance, if someone on your team makes a mistake because they didn’t properly follow a company policy, instead of blaming them for not understanding it, you would accept the responsibility for not effectively educating them about it. When it comes to delegating duties to others, Willink agrees with Conchie and Rath that giving team members as much responsibility as they’re willing and capable to bear (letting people act on their strengths) is not only empowering, but it also builds trust and helps them grow into more competent individuals. |
