From Planning to Action: 7 Essentials for Getting Things Done

Anyone who was around in 2005 remembers Hurricane Katrina – one of the most catastrophic storms in the history of our country, devastating the regions surrounding New Orleans with massive coastal flooding and winds reaching 175 miles per hour. In all, over 1,392 people died and damages were over $125 billion.

One lesson we learned from the tragedy of Hurricane Katrina is that it is one thing to plan and another thing to effectively execute those plans in a timely manner. In 2004, FEMA conducted a simulation of a hurricane hitting New Orleans. But when such a storm actually hit, so much of the emergency plan wasn’t executed or was executed very poorly.

This is not a surprise. It is common for organizations to be inadequate in both planning and taking action. A few years ago, Harvard Business Review published an article stating findings that only 8% of leaders are good at both planning and executing. There is little benefit in going through a planning process if you do not have the discipline to make it happen.

No one plans perfectly, and unexpected crises do happen. But a good plan – one that is well thought out, focuses on only a few strategic areas, has defined steps for execution, and has someone responsible for it – is a gift to your mission, your employees, your constituents, and even yourself. Here are seven essentials that are needed to move you from talking and planning to taking action.

1. A motivated team of action-oriented people.

Timely action and follow-through start with having a skilled and motivated team. Jim Collins, author of Good to Great, was not perfect in his conclusions, but he was spot on regarding this point: If you have the right people “on the bus,” you can accomplish amazing outcomes. I have seen it first-hand here on The Center Consulting Group team as well as with numerous organizations in our consulting. None of the following points can take the place of having a motivated team of action-oriented people.

2. A shared vision of what we are aiming to accomplish.

Picture trying to go on a vacation with a few other friends. One wants to go to Jamaica. The other wants to go to Dollywood (everyone uses Disney so let’s change it up a bit). And another wants to go to Colorado. One wants to do a lot of sightseeing. Another wants to sit on the beach drinking Piña Coladas. The third person wants to do some hiking. All of these destinations can be great, but until there is a shared agreement on where they are going, they will not be successful in going on vacation. The same is true for teams. They need to have a shared vision before they can take action towards it.

3. Clear channels of communication.

There is a road near my home where I lose cell reception for about 30 seconds every single time. There is something in that area that stops the cell signal dead in its tracks. This is common with communication among people as well. Clear communication takes a lot of effort, and many obstacles can interfere with it. Miscommunication is the norm. When it comes to getting things done, teams need clarity, especially regarding “What are we doing?”, “Who will do what?”, and “By when?”

4. Pursuing collaboration over competition.

During the Civil War, the Union Army missed opportunities partly due to internal pettiness and self-serving behavior. President Lincoln wanted one of his top Generals, George McClellan, to move faster. But instead, McClellan intentionally moved more slowly. And he always had an excuse for why he wasn’t taking action. On one occasion, due to jealousy and political positioning, he refused to send support to another officer under attack. Effective execution requires placing the good of others above yourself and keeping internal competition to a minimum.

5. A commitment to do what you say you will do.

For some reason, I continue to be shocked at how common and accepted it is for someone to not follow through on doing what they said they would do. I have seen leaders and organizations talk about plans, talk about priorities, and talk about start dates. And yet, one or two years later, they still haven’t moved. It is as though they are at the stoplight, sitting in an idling car – but for two years! When leaders do not take action and follow through, others will lose confidence in them. Proverbs 14:23 reminds us that talk without work only leads to poverty! To “get ‘er done,” do what you said you would by the time you said you would do it.

6. Regular accountability to check progress and overcome obstacles.

Accountability often stirs up negative feelings in people. Even the term can feel a bit parental – like a parent checking in on a child to make sure they are doing their homework and not scrolling TikTok. But accountability can be a means for everyone on a team to ensure they are staying on track, accomplish the necessary goals, and figure out how to overcome obstacles. Teams with collaborative accountability have a much greater likelihood of getting things done compared to those where there is little to no check-in on progress.

7. Flexibility to adapt and make adjustments as conditions change.

Good execution does not mean being inflexible. There are times when changing conditions mean you need to change the priority, the methodologies, or the timeline. Flexibility should not be a way to avoid the task, but rather, it should make the outcome more effective because of the dynamics surrounding it.

Our experienced coaches can help you move from planning to action and get things done. Contact us to learn more.

Jay Desko is the President & CEO of The Center Consulting Group and brings experience in the areas of organizational assessment, leadership coaching, decision-making, and strategic questioning. Jay’s degrees include an M.Ed. in Instructional Systems Design from Pennsylvania State University and a Ph.D. in Organizational Behavior and Leadership from The Union Institute.