High-growth organizations typically run lean and fast. Teams are stretched to get work done ASAP and to reach for the next growth milestone. There is always so much to do that unless we maintain focus and clear priorities, it is easy to get distracted, and when we get distracted, unfortunately we sometimes drop the ball.
In a fast paced environment, we need to execute four basic tactics to ensure nothing falls through the cracks. The first is to keep a running list of ‘to-dos’ to stay on top of what needs to get done. It seems obvious, and many of us are already in the habit of making our own to-do list. However, in a business setting, most actions require cooperation and mutual commitment, so the to-do list is no longer just a personal list, it becomes a shared list. All of the participants need visibility of the list, and similarly, all of the beneficiaries of the activities on the list need to see where their projects fall.
The second tactic is to set clear priorities. With clear priorities, we can divide the to-do list into critical items versus nice to haves. As new items or interrupts pop up, they can be added to the to-do list and sorted into where they fall based upon our priorities. When everyone understands the priorities and is aligned with them, then if new items push existing items down the list, an aligned team understands why.
That leads me to the third basic tactic - commitments and accountability. I wrote an earlier post about the language of commitments (LOC). The essence of LOC is to ensure that there is a clear agreement, a contract of sorts, regarding who is doing what by when. Based upon the LOC contract, we establish accountability. LOC forces clarity, and teaches us that if you want something to get done, then you have to ask a specific person for a specific action by a specific date, and you need a clear response. It is not a vague cry for help or a soft ‘I will look into it…’ response. A true LOC commitment has to have all three elements: a person making a commitment, for a specific action, by a specific date — no ambiguity. Each element on the to-do list should have an individual owner who has made a commitment to accomplish the item by a date certain. If there are items on the list without owners, nobody should be surprised when the ball is dropped and the item does not get done.
OK, the last basic tactic is simply to hold ourselves accountable by documenting and publishing the list and the commitments. Insist that meetings end with a recap of what was committed, and after each meeting publish the results to the team. Start the next meeting with the list of commitments from the last meeting, and confirm what was done, what is on-track as planned, and what needs recommitment with a new LOC.
To-do lists and commitments are rarely ‘fire and forget’ activities. Even when there was an LOC exchange and commitments were made, things are rarely that simple. Most commitments rely upon other commitments, and multiple people have to work in concert to fulfill an objective. If something in the chain of commitments goes off track, there can be a cascading impact. Even though we may have agreed to the priorities at the outset, when things change we may need a reset. Publishing and reviewing the list frequently will highlight the soft spots and the issues. Requiring acknowledgement of missed commitments and documenting changes supports a culture of accountability, and practicing these basics every day helps the organization build its execution muscles.
Admittedly, this is all really basic stuff, but in our fast-paced, under-resourced, growth environment, it is easy to run too fast and lose sight of the basics. The result is that the ball gets dropped at the worst possible moment, and we create unnecessary friction, or at worst we disappoint a customer. Don’t lose sight of the basics.