On its face – “what does your organization do?” – should be an easy question for a MGMT to answer.
But it’s a hard question that I doubt many MGMT teams could accurately answer.
Three Reasons for “What We Do” Failure
First and foremost, MGMT often confuse the question “what do we do?” with the question “how will we succeed?”
Second, MGMT teams often can’t say what they do in 1-2 sentences because they have failed to achieve clarity around their core activities.
Third, MGMT teams often can’t articulate the tactics and tasks that employmees execute in the daily carrying out of “what we do.”
My Tactics Failure
Recently, I was struggling with executing and felt that achieving my goals was at-risk.
I then tried to think of what more I could do to achieve my goals.
I then realized that I wasn’t sure I possessed the full list of tactics I could pull from.
In short, I could not articulate the tactics and tasks of what we do.
Conducting a “What We Do” Audit
Our team of four is twenty months old. And half our team has been with us for about a year or less.
This January, we achieved clarity on exactly what we do.
But we have not yet achieved clarity on what we do each day.
In hindsight, I think we should have brainstormed a tactics list before we launched our work.
That being said, codifying what we do each day after 20 months of work is not a terrible place to be in, given that you need time under your belt to figure out what you do each day.
To ensure we’re all learning from each other’s tactics – and building out a what we do toolkit – we’re conducting a three step process.
First, we’re going to articulate the major categories of daily work; i.e., “coach CEOs” and “coordinate with other philanthropists.”
Second, we’re going to list out all the tactics that fall within these categories.
Then we’re going to pressure test our categories and tactics, and debate if / why they are things we should be doing.
Building for Effectiveness and Scale
Conducing this “what we do audit” and codifying the tactic toolkit will ideally help with efficacy (each of us is drawing from a great toolkit built with our collective knowledge) and scale (if the team grows new members won’t have to learn solely from modeling and direct experience).
Of course, it’s impossible to codify everything it takes to execute at the highest level. No team is self-aware enough to codify everything, and the work is complicated enough that new situations will require first principles analysis of execution tactics.
But efficacy and innovation are born out of deep knowledge. And codification is a way of increasing knowledge.