Reflection Before Execution

Reflection Before Execution

In many facets of life, action is king. "Go! Go! Go!" "Get it done!" "MOVE!"

When we execute a task or get something done, we feel productive. We're often rewarded and have a general sense of accomplishment once we can cross something of the list. People who take more time making a decision or getting started on a task, are often criticized as being 'too slow' or holding the team back. There are times when deep reflection is warranted and there are others, where quick decisions and execution is better suited.

Some examples:

1) a Sales Leader creating a sales performance incentive fund (SPIF) for an limited time offering (LTO) product launch, needs to take careful consideration on the purpose of the SPIF, the financial structure, impact (both on the team and the financials), and communication/messaging. A SPIF should not be created hastily as it will impact many parts of the business including business results and the sales team culture. A Sales Leader could easily be pressured to get this done quickly by stakeholders (Marketing, Finance etc.).

2) a Sales Manager reviewing sales scorecards notices that two months in a row, a Sales Representative has missed their number. The Sales Manager doesn't need to reflect long on this data or consider ignoring the data for another month or two hoping that the Sales Rep will get back on track. The Sales Manager can quickly execute and address it with the Sales Rep. The tone of the conversation at this stage can be inquisitive; the Manager should be signaling that every Sales Rep is accountable for their number but that she and the business is ready to support each team member. This type of situation allows for quick action. The business will be better for it. 

Questions Emmanuelle Avé asks for reflection:

  • Does this help us achieve our quarterly/yearly objectives or get us marginally closer?
  • Does this materially deliver results?
  • How does this impact my people?
  • Does it achieve for the greater good of the team or achieve for a few at the top?

  • Does this create perceived change for my people? Do we have a change management strategy in place? (perceived is as real as an actual change)

  • Does this dilute or split our focus?
  • Is this mostly for political or influential power gain?
human resources, curated hr, virtual hr, leadership developmentEmmanuelle Avehuman resources, leadership, people management, development, team leader, hrwonkComment