There are two critical components to critique when evaluating a company for its ability to execute effectively or procrastinate indefinitely. As one can imagine, the realities of these two scenarios are quite different. 

The two core components necessary to achieve a highly functional – execution-oriented culture are:

• The Leader
• The Environment

The Leader
The President or CEO of a company is the first and most critical element because he/she sets the tone for the organization by his or her example and provides the framework or model the staff will follow. An execution-oriented company will live or die by its leader. To build a highly effective organization that is capable of flawless (or near flawless) execution, it is absolutely imperative that the leader knows the business and its people, that he/she insists on open and honest communication, is capable of providing a clear strategy with specific deliverables and accountability and has the attention and focus to demand follow-through.

With out these fundamental elements, the result will be an organization that is handicapped by what I call ‘Process-Procrastination.’ Essentially, the company will sputter along without a clear end-game, with little or no dialogue from the front-line people and senior management, and as a result, sales, customer satisfaction and employee morale will suffer.

The Environment – People & Processes
If an organization wants to create an environment that is results or execution oriented, then it must first get the best people on board and then create a system that by its architecture rewards those who get things done. I don’t think there is a person today who hasn’t worked in an organization where nepotism or favoritism didn’t play some small part in who got promotions and raises and who didn’t. This type of situation will absolutely guarantee that you will have an exodus of great talent from your organization. Smart, aggressive, over-achievers are going to move-up or move-on – it’s all in the hands of senior management. If your current corporate culture is stagnant, riddled with poor communication and insecure managers and ineffective compensation programs, rest assured you are losing good people and in today’s competitive landscape – this scenario can cripple your company.

From the words and actions of its leader, come the processes and systems implemented by a given organization. Unfortunately, the common reality among a large segment of the business community is the complete disconnect from the company’s mission statement and its day-to-day reality. One of the most overused terms and under-actualized realities is; “Our employees are our most valuable asset.” If company’s truly valued their employees they would provide their staff with a level playing field, encourage and support them to grow professionally and provide them with realistic, practical evaluations on their job performance. (Reader Survey: How many readers – feel that their current employer provides these three essential components? – email This e-mail address is being protected from spam bots, you need JavaScript enabled to view it )

If you want to build a strong company you need to create synergy between the leadership / senior management and the staff. The way that you do that, is by the kind of work environment that you foster. If you want your staff to give you outstanding performance then you must give them respect, support, information, feedback and rewards.

If you have a question for the Maniacal Marketer, please send it to This e-mail address is being protected from spam bots, you need JavaScript enabled to view it Christine Regan is the president of Redlake, Inc, www.redlake.tv, a marketing and sales agency with offices in New York and Florida.

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