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Why can’t some individuals execute and get things done as effectively as others?

Why can’t some individuals execute and get things done as effectively as others?

When looking at the reasons why an organisation executes effectively or not, there are many perspectives to take and analyse. It is important to look at individual skills, team effectiveness, and the overall organisational culture, structure, systems, and processes.

Below, we pick out a few individual differences that can have an impact on effectiveness in execution.

We have noticed that the following views make a difference to how effectively individuals can execute:

One: Views on time. Some people have a variety of issues related to time that get in their way when it comes to getting things done. They procrastinate. They have problems setting boundaries. They fail to set proper priorities. They get distracted. They have issues asserting appropriately or saying no, especially to authority figures.

“Strategy execution is the responsibility that makes or breaks executives.”


Two: Views on relationships. Other people are not as savvy as they could be when it comes to forming professional relationships. They don’t think proactively enough about building their power base in the organisation. Therefore, when they need to make important requests, they lack the political capital they need to get things done.

Three: Views on political power and influence. Still other individuals are not politically aware. They don’t understand the informal power hierarchical structure in the organisation. When they have an idea, they don’t have a clear picture of what it will take to make their idea be accepted up, down, and across the organisation.

Four: Views on results. Some executives put other things before success. They would rather be right. They would rather look good. They would rather be the smartest person in the room. With these false priorities, they don’t achieve the real victory – not for their long-term career, and not their team or organisation.

We also realise that people can suffer from limiting beliefs and perceptions that hold back their ability to execute, and that often tie back to the views above. For instance, a manager with the belief that he can’t trust other people is going to have issues building professional relationships and also spend a lot of time doing things himself instead of delegating. A manager who has a belief that everything must be perfect will also have issues with time.

At Trumble & Partners we take a comprehensive view of execution. Almost always, we find at least one area where the individual leader or executive has an insight that leads to measurable gains in performance – along with greater satisfaction and career potential. Contact us to chat further.

Toby Trumble