Thread by @shreyas

Most Execution problems are really
1) Strategy problems, or
2) Interpersonal problems, or
3) Culture problems

Good leaders execute well because they understand this. They fix the root problem.

Bad leaders struggle because they are always applying band-aids.

Of course, at times it is a real Execution problem.

Real Execution problems include:
A) Funding constraints
B) Team skill gaps
C) Tool issues
D) Org structure
E) Process problems
F) External dependencies
G) Technical complexity
H) Coordination complexity

In the majority of cases though, what is initially expressed as an Execution problem isn't an Execution problem at all.

It's more convenient to point a finger at these Execution problems when the root cause is actually a Strategy / Interpersonal / Culture problem.

Why?
People want to believe they are smart and reasonable.

So, if our Execution problem is really a Strategy problem, what does that say about how smart we are?

If our Execution problem is really an Interpersonal problem, what does that say about how reasonable we are?

That's why secure & self-aware leaders are so vital to an organization's success. The onus is on these leaders to identify & express the real problem so teams can be better positioned to serve the mission & vision.

I often hear from leaders:
"Our strategy is solid. The team just needs to prioritize better, work on things that matter"

Me:
"So what is your strategy?"

Them:
<ramble for several minutes>

Me:
"Are you sure everyone on your team understands this strategy?"

Them:
"Hmmm🤔..."

If teams are repeatedly failing at prioritizing properly, that is either because you don't have a sound strategy ("trying to do too many things") or because you haven't communicated it in a way that is compelling, memorable, and narratable ("strategy that is hard to act on").

The most common Execution problem cited by managers the world over: "We don't have enough resources to do what we need to do"

An apparent lack of resourcing is more often a symptom of the underlying malaise than it is the cause. Lack of strategic cohesion is often the real issue

People often view problems through an Execution lens (rather than a Strategy / Interpersonal / Culture lens) because Execution problems seem easier & quicker to solve. When building products, this tendency can lead to profound damage over the long term

What good managers & leaders do

It's crucial to note that Problem Solving is really Problem Trading. And all problems need not be solved

Some more observations about teams & companies

The relationship between Market, Strategy, and Execution

The essence of product work

A thread on what is NOT strategy

Back to the top of this thread:

And if people take away only one thing from this thread, let it be this @taylorswift13 quote: