What if you were 1 in 400?

“A player of extraordinary ability renowned for his electrifying style of play. Over 10 seasons hit .311, scored more than 100 runs six times, named to six all-star teams and led Brooklyn to six pennants and its only world series title, in 1955. The 1947 rookie of the year and the 1949 N.L. MVP when he hit a league-best .342 with 37 steals. Led second baseman in double plays four times and stole home 19 times. Displayed tremendous courage and poise in 1947 when he integrated the modern major leagues in the face of intense adversity.”*

It is hard to imagine, but during baseball legend Jackie Robinson’s rookie year there were 399 white players and himself in Major League Baseball (MLB). The movie “42” is his story and it addresses the tremendous challenges Robinson faced as the first African American player during the first years in MLB.

After viewing the movie, I wanted to know more about the man, so I did some research.  I read that Robinson was the first student to letter in four varsity sports at UCLA.  I found it interesting that he pursued professional football before pursuing baseball.  Even more that he served his country in the US Army (1942).  Finally, I was utterly moved after reading his quote, "A life is not important except in the impact it has on other lives." 
I entered the movie "42" only knowing the legendary baseball player, Jackie Robinson.  Now, I know the legendary Jackie Robinson whose drive, tenacity, courage and leadership left an amazing legacy for his generation as well mine. 

They say we learn best when stepping into someone's shoes...this weekend I encourage you to see the movie "42" and step into Jackie Robinson’s cleats to experience what it felt like to be 1 in 400.

*Hall of Fame Plaque honoring Jackie Robinson as found in Cooperstown, New York.

Long Drive to Results

Driving execution is someone else's job....right? Nope! What differentiates extraordinary leaders from everyday managers is that the former demonstrate an active role in executing plans — not just in producing them. And in demonstrating execution, they model “drive for results”.

Drive for results is more complex in fluid or fungible organizations. Understanding and learning to leverage people, process and technology is required, but also enabling connections between the three in order to align them with vision and strategy.

With the goal to realize the vision and strategy, it is disheartening to review current statistics that reveal 70% of companies fail to implement their strategy. Shocking number when you think of the investment—time, money, reputation—that goes into strategy implementation.

Architecture was one of the last classes I took for my Masters degree. One of my favorite learnings from the class? Architects bring clarity to chaos. Another lesson was the importance of not only thinking big, deep thoughts, but having the ability to drive them to execution.

Tying this back to The Extraordinary Leader, Zenger and Folkman identify the following behaviors to demonstrate the activities necessary to drive for results:

• Aggressively pursue all assignments and projects until completion.
• Do everything possible to meet goals and deadlines. Identify actions, assign accountability and align communications, people and processes to deliver results.
• Consistently meet or exceed commitments.
• Follow through on assignments to ensure successful completion – don’t lose interest before a project is completed.
• Build commitment in others for their individual and team objectives.
• Hold others accountable for achieving results.
• Lead or champion efforts to increase productivity and goal accomplishment.

The role of Architecture in the organization affords us the ability to see what could be (vision), translate it into strategy and then oversee the tactical execution.

My advice to each of you is to passionately drive your vision through to reality. Recognize that more times than not, that will mean rolling up your sleeves and investing “sweat equity” to see a strategy all the way through!

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Wrapping it Up...

Here are some ideas that other leaders identified on how to improve effectiveness in the Drives for Results competency.

• Recognize and capitalize on opportunities.
• Set and maintain high performance standards for self and others that support our companies strategic plan and holds self and other team members accountable for achieving results.
• Try new things to reach challenging goals and persists until personal and team goals are achieved and commitments met.
• Work to meet individual and company goals with positive regard, acknowledgment of, and cooperation with the achievement of others' goals.
• Motivate others to translate ideas into actions and results.

As you make Drive for Results a focus continue to share your successes with the team for shared learning. Um, sounds like bullet #5 above in action!!

~ Stacy