A manager plays a crucial role in Strategy Execution. As a manager, you are the principal owner of the Strategy Execution in your department or team. You contribute content; act as the link between organisational levels and between your organisational level and your direct reports, and you serve as a performance role model.
If you don’t take the right actions and fulfil your SE role, your company’s strategy formulation is merely a paper exercise.
Be a Performance Hero
So, how do you become a successful performance-oriented manager – a performance hero! − instead of simply re-inventing new strategies on pretty PowerPoint slides … a strategy tourist?
- Become convinced of the importance of Strategy Execution, and be committed to get it done. This demands extra effort on your part − most managers find it easier to re-invent a new strategy than to implement one.
- Make sure you understand clearly what Strategy Execution is all about and how you can maximise your crucial role in the whole process.
- Build your Strategy Execution skills, which are part of your leadership skills. Being a good manager means being good at executing strategy. And you can always improve your skills, whether you’re about to be promoted to your first manager position or negotiating for the role of CEO.
Finally, if you play a leading role in your organisation, you need to set up the right processes so that all of the managers in your company can play their part in Strategy Execution. This is a challenge in itself.
If you work for a larger organisation, pay special attention to middle management: this level of management tends to be the most difficult one to get on board.