Monday, April 2, 2012

Cash Is King

Let's keep it simple: Your business is doing well when the money's coming in. The question is How do you develop people and teams that truly deliver that value?

Tell me, what's the value source that causes money to flow into your business?

Answer: High quality competent people!

Now, let me get in your face and point out the two key areas of focus it takes to mobilize the "people-power-money-making-machine" you want.

Everything else you're trying to do is swallowed up by these two: (1) Influence and (2) Execution

Help them understand influence. Your people are only as good as their degree of influence on key influencers. Yes, influence may appear in many different ways, but bottom line...

You want your people to be influential. Influential people will get the company whatever it needs. Period.

Influence is a lot more than just words. It's the whole person that influences. Always remember, to build a person with high impact you need to hire "attitude" and teach "skills", not the other way around. You get the people, I will teach them the skills they need.

Help them execute as a team whatever it is you need done. Influential people can execute and deliver great results together. Decades of research and best practice stresses the need for a "streamlined focus".

If individuals need to influence, teams need to execute. Everything else is an appendage to achieving just that. Period.

Execution is an art, and they certainly didn't teach you that in school. Always remember, to build a team with high impact you need a strategy and a lazer sharp focus on what generates minute-to-minute value. You tell me the strategy and I will get them focused.

Make It Happen!
To bring your organization to excellence center everything on these two:
  1. Influence to build TRUST: Trust => human capital
  2. Execution to get RESULTS: Results => cashflow
Learn more about how human capital and cashflow are connected!


  1. I think both influence and execution are key elements to drive continuous improvement.

    Combined with a clear company strategy, the fundamentals for achieving success should be established.

    Geir Idar Holte

  2. Yes, definitely, Geir Idar!

    Strategy is deciding where to go. Execution is getting it done, which is a whole different ballgame alltogether, right?!

    Consequently, leaders are crying out for help "getting the organization to do what they want done". In fact, simply producing the strategy does more harm than good if there's no execution. It's communicating between the lines: "In this organization we think big, but no one has the influence to get it done".

  3. Influence and execution is probably the key elements today. No doubt about that.

    But think about this for the future:

    My experience as a strategist and futurist ( is that organisations need to be aware of the rapid rising complexity and exponential growth (in a growing number of areas). Complexity lowers the influence a single person can perform; maybe a team of influential people could be more effective in the future. But how do you put together such teams?

    What about execution in the future? Do you need a team to make effective executions? What is a "team" in the future? Early 80-ties it used to be homogenous groups of people that executed work (everybody had one goal). In the 90-ties it was a matrix of people (project organisations). Now, teams are put together of people with multiple skills, and they are often not from the same organization. In fact, many projects and goals are reached by a "decomposed group of people". How are such split groups to co-rodinate an effective organisation, with high influence and strong execution?

    I think this is a major challenge for large organisations in the future. Large organisations will experience problems in the future to find really effective ways of "influence" and "execution". Maybe IT / ICT could help solve organize "decomposed group of people" / "virtual teams" to make them effective?