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KNOW—DO GAP One of the most persistent challenges we experience in adult life is the gap between knowing something and doing it―consistently, predictably, and with the desired outcome. And, this gap often exists between an organisation's strategy and execution―between what executives believe people know and do, and what people actually choose to invest their time and talent in every day. executing strategy It is difficult to manage something you cannot describe. organisations leave a great deal of value on the table when their people are not sufficiently focused on executing strategy. Strategy must be described in ways that everyone in the organisation can understand and deliver. Keeping strategy and execution together in the same sentence is a critical ingredient in delivering breakthrough results. Too often, strategic plans are written in a way that few people understand and they never meaningfully leave the planning room. Conduct your own test—ask six people to describe your strategy. Next, ask them what effect the strategy has on how they invest their time and talent on a day-to-day basis. Even senior leaders will say things like, "I am busy running the business; I get to the strategic priorities when I have time". If people are not executing your strategy every day, what are they doing? In reality, every effort, by every person, every day, is the only true measure of strategic execution. Using this lens, multiply whatever you learned from these six people by the number of people in your organisation—imagine how much more value your organisation might create if every person's time, talent and decision making were completely aligned with your strategy. Purposefully connecting strategy, people, processes and systems is a form of organic growth that delivers significant value—often adding as much as 30% to the bottom line. This involves connecting every action with one or more strategic objectives. Strategy maps, balanced scorecards and strategic accountability are core tools in the strategy execution process. action learning Our educational system and societal norms convince us that acquiring knowledge is paramount―while applying what we learn in the real world is often taken for granted, or overlooked entirely. Action learning recognises the know–do gap as an integral part of building capability and breakthrough execution. Research consistently reinforces that as adults, 70% of what we learn comes from doing, 20% from coaching and feedback, and 10% from acquiring new knowledge through instruction or reading. Unfortunately, less than 20% of what people are taught actually shows up in the workplace in any meaningful way. There are typically three forces at play; lack of clarity on how the new skills relate to on-job performance, instruction that is disconnected from real workplace conditions, and failure to provide coaching and reinforcement following the learning experience. When these three simple conditions are met, more than 80% of people are able to meaningfully transfer what they learn into their everyday work on a sustainable basis. Action learning is particularly well suited for organisations because it focuses on learning, collaboration and results. Cam believes that this type of approach produces the greatest results and that it is a highly sustainable form of improvement―for individuals and organisations. Cam has a unique ability to weave action learning into everything he does, from experiences as brief as coffee chat and meeting facilitation, to formal coaching and consulting. more about action learning The 6 Components of Action Learning ― World Institute for Action Learning read more here > Background and History ― Wikipedia read more here > consulting overview 3-part consulting process tools projects |
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