The Art of Action

1. Friction creates gaps between plans, actions, and outcomes

Friction makes doing simple things difficult and difficult things impossible

Knowledge gap: Organizations face uncertainty due to limited information about their environment and future events. This leads to imperfect plans that may not account for all contingencies.

Alignment gap: Even when plans are well-crafted, there's often a disconnect between what leaders intend and what employees actually do. This can be due to miscommunication, misunderstanding, or conflicting priorities.

Effects gap: Actions taken by an organization may not produce the desired outcomes due to unforeseen circumstances, competitors' responses, or complex market dynamics. This unpredictability is inherent in any complex system.

2. Directed opportunism closes the three gaps in strategy execution

Strategy is a system of expedients. It is more than science, it is the application of knowledge to practical life, the evolution of a central idea through continually changing circumstances.

Adaptive approach: Directed opportunism is an approach that combines clear strategic direction with the flexibility to adapt to changing circumstances. It recognizes that perfect plans are impossible and instead focuses on creating a framework for decision-making.

Empowering employees: This approach gives people the autonomy to make decisions within defined boundaries, allowing them to respond quickly to opportunities and challenges as they arise.

Continuous learning: By constantly evaluating outcomes and adjusting actions, organizations can navigate uncertain environments more effectively. This creates a cycle of learning and adaptation that improves strategy execution over time.

3. Strategy is an evolving guiding idea, not a detailed plan

No plan of operations can extend with any degree of certainty beyond the first encounter with the enemy's main body.

Strategic intent: Instead of trying to create detailed long-term plans, focus on defining a clear strategic intent that provides direction without being overly prescriptive.

Flexibility: Recognize that circumstances will change and be prepared to adapt the strategy as new information becomes available. This requires a mindset shift from "plan and implement" to "do and adapt."

Core idea: While tactics and specific actions may change, maintain a consistent core strategic idea that guides decision-making at all levels of the organization. This provides coherence even as individual actions evolve.

4. Effective direction focuses on intent, not micromanagement

Do not command more than is necessary, or plan beyond the circumstances you can foresee

Clear objectives: Communicate the "what" and "why" of objectives clearly, but allow flexibility in the "how." This empowers people to use their judgment and expertise to achieve goals.

Appropriate detail: Provide more specific guidance at lower levels of the organization, but avoid micromanaging. The level of detail should be appropriate to the situation and the capabilities of the team.

Trust: Build a culture of trust where leaders are comfortable delegating authority and employees feel empowered to take initiative within the bounds of the strategic intent.

5. Briefing and backbriefing ensure alignment and understanding

What is said is not yet heard. What is heard is not yet understood. What is understood is not yet believed. What is believed is not yet advocated. What is advocated is not yet acted on. What is acted on is not yet completed.

Clarity of communication: Use a structured briefing process to ensure that strategic intent is clearly communicated at all levels of the organization.

Two-way process: Implement a backbriefing system where subordinates explain their understanding of the objectives and their planned actions. This allows for clarification and adjustment.

Cascading alignment: As the briefing process moves down the organization, each level adds more specificity while maintaining alignment with the overall intent.

6. Organizational structure and culture must support strategy execution

The intelligence of an organization is never equal to the sum of the intelligence of the people within it

Structural alignment: Ensure that the organizational structure facilitates rather than hinders strategy execution. This may require reorganizing to remove barriers to collaboration or decision-making.

Cultural fit: Develop a culture that supports the desired behaviors and mindset needed for effective strategy execution. This includes fostering initiative, learning from mistakes, and adapting to change.

Selection and development: Recruit and develop people who have the skills and mindset to thrive in an environment of directed opportunism. This may require changes to hiring, training, and promotion practices.

7. Metrics should support strategy, not become a fetish

You cannot change leadership style by administrative decree.

Balanced approach: Use metrics to monitor progress and inform decision-making, but avoid letting them become ends in themselves. Remember that not everything that matters can be measured.

Alignment with intent: Ensure that the metrics used are aligned with the strategic intent and encourage the desired behaviors. Be wary of unintended consequences from poorly designed metrics.

Flexibility: Be prepared to adjust metrics as circumstances change or if they prove to be counterproductive. The goal is to support strategy execution, not rigidly adhere to predetermined measures.

8. Leadership requires balancing command, management, and inspiration

The director is detached, calculating, and flexible; the manager is engaged, realistic, and pragmatic; the leader is committed, passionate, and determined

Command: Set clear strategic direction and make key decisions about resource allocation and priorities.

Management: Organize and control resources to effectively implement the strategy. This includes creating systems and processes that support execution.

Leadership: Inspire and motivate people to commit to the strategic intent and give their best efforts. This involves communicating a compelling vision and building a culture of trust and empowerment.

Situational balance: Recognize that different situations may require emphasizing different aspects of this trinity. Effective executives must be able to shift between these roles as needed.

Last updated: September 13, 2024