Why I never trust someone who calls themself an expert.

Why I never trust someone who calls themself an expert.

No one is an expert on Social Media.

I had a great discussion this morning at a social media breakfast about how everyone is an expert these days. So of course it prompted me to work on this post I was writing this week already.  You’re not an expert cause you say you are. You’re not wise just cause your old. You’re not a guru just cause because you have perceived knowledge, just means you marketed yourself that way.  

The jist of this rant is just cause you have something to say doesn’t mean you’re right. Strategy: the why you’re doing what you’re doing is often not very well thought out. It can be  mysterious, behind-closed-doors activities conducted annually by a small group of senior leaders. Leaders often get bogged down in the thought that it a superior mental and managerial activity only capable to be accomplished by really seasoned “experts” “gurus” “management” “wise elders”.  This is one of the main reasons we don’t see much that differs from the status quo.

The same leaders are all sitting around going this is what everyone else does so we should do it also so we look like we know what we are doing. Have you ever heard, cause that is the way we have always done it?

Tactics however is the how you’re going to do what you’re supposed to do, often known as the the execution component. Typically thought of as the grunt work, relegated to and performed by the rest of the organization. Yet, it’s these tactics – the focused activities performed by every person, every day – which are the difference between organizations that perform predictably and consistently – and those that don’t.

Why is it that we aren’t surprised then, that:

  • Less than 10% of even well-formulated strategies are successfully executed
  • Only 5% of employees understand their organization’s strategy
  • Only 3% of executives think their company is successful at executing their strategies
  • And that “excellence of execution” is the #1 top challenge of CEOs worldwide

Strategy forumation and consistent execution — are the key set of skills organizations can develop. Successful organizations need BOTH skills.

BOTTOMLINE: Building an organization that can develop strategic plan and execute it is not easy.  As a matter of fact it is rare. But it is exactly what stands out in today’s market. What is rare, is considered valuable. It’s time to seek out new and innovative ways of creating rare commodities.

Coaching Question: Are you standing out from your competitors? If you want help feel free to contact me about how you can be remarkable in your field.

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