How - Creating the environment for execution

Build your world through culture and influence

With a core purpose defined and aligned, and a metric to create trust and focus with key decision makers and your team, you have successfully conquered the why and what of being a manager. However, now you need to walk the walk by figuring out how to get what you promised done:

The manager accomplishes this by scaling themselves, which often includes creating and nurturing a team, and building influence across the org to reduce obstacles towards their goal.

Answering how is understanding how to execute optimally. Optimal execution will vary considerably across domains, since the nature of different skillsets requires very different execution patterns. What brings out the highest impact in a research team is very different than that of an engineering team or an operations team for example.

However, there are two areas that a top 1% manager must be opinionated on, regardless of their domain:

1. Building a culture of impact. The manager’s most powerful and scalable tool for running a high impact team is through building a culture that creates behaviors and habits amongst the team that generate high impact decisions, interactions and actions.

2. Using influence as an execution multiplier. The manager’s ability to influence via perception and trust is a force multiplier for the team.

The goal of the manager, as an executor, is not to directly execute themselves, but to build and maintain the environment for their team to drive the greatest impact.