The Knowledge & Execution Gap
The difference between knowing what to do and doing it.
By Nathan Jamail
The knowledge gap is an interesting phenomenon; it is the difference between those that succeed and those that fail. It would be a true statement that most professionals and leaders in today’s business world know what they should do to be successful, but there are few top performers that actually do it- and you know who those people are. The question many business leaders want to figure out is how do they get those that know, but don’t do, to actually take action on what they know? The answer is simple but the discipline to do it is not easy. It requires three steps. The first step is identifying the people and their reasons (is it a lack of skill or a lack of will?). The second step is to teach and coach the “how” to do it. The third step is to set a standard of performance and not accept anything less. Lets break down the three steps.
Step 1: Who are those team members that know but don’t do?
This step sounds pretty simple, but it requires some self reflection as a leader. Who on your team does not do what they know they should be doing to be more successful? By the way for many leaders this could be themselves (this requires some serious internal reflection). No matter who the person is, the question to ask, either of your team member or yourself is, “Is it a lack of skill or lack of will?” Is the person not willing to do the work or do they not know how to do the work? Depending on the answer, the actions of the leader may be different. Lack of will is a discipline and a willingness to accept issue. A lack of skill is a coaching or training issue. Once we have identified those members, and the answers, the next step is to take action.
Step 2: Teach and coach the how (high intensity versus high tension):
So often leaders are quick to identify those struggling, and those that don’t mind conflict may be good at telling their team members to start doing the hard stuff ‘or else’. But as leaders, when we give high expectations without accountability or coaching, we create an environment of high tension. High tension is not a good environment to work in- it creates bad morale, low results and an overall negative team culture. When leaders give high expectations and teach or coach team members how to achieve those expectations as well as hold them accountable to do so, they create a culture of high intensity, known as “the buzz around the office”. Teach and coach the skills and disciplines needed to meet expectations, and develop your team members to their fullest potential. By doing this, it gives you the right to mandate a commitment as a result of your coaching investments. Many leaders will say, “I hire professionals and I expect them to know how to do their job”; this is just a copout- a leader justifying not taking the the time to coach and invest in his team members. Great leaders and coaches help make their people better regardless of title and experience.
Step 3: Setting the standards of performance:
When it comes to setting standards and accepting nothing less, coaching a team or raising children come to mind. Most parents do not accept their child’s excuse of ‘they did not have time to study or do their homework’- it is expected that it gets done, no matter what. If a person wants to be a professional athlete they must workout several times a day, eat right, practice and if you they don’t- the coach fires them. As leaders in business we must do the same, not with the intention to manage by fear, rather with the intent to make our team members the best they can be (as parents and coaches intend to as well). Set a standard of activity and behavior that everyone must do every day, every week and every month. Once all players are meeting those standards the only variable is the result. A leader can determine if a team member is in the wrong job, or is the team member missing their goal because they are doing something wrong and with some ongoing coaching they will be more successful. The end result is that all team members are doing what they know and the gap from knowledge to execution is removed.
Final Thought:
The ability to fill the knowledge & execution gap is based on personal choice and discipline. All professions can fill this gap if they make the decision, but they have to make the decision for themselves. A leader has to be willing to make a decision on what to do with those that don’t decide to execute. The gap is only present when a person decides not to execute and a leader decides to accept it. In life, to achieve great success in business, personal health, marriage or sports, the decisions and actions are all the same. A person must see the reward or success to be worth the sacrifices they must make to achieve it and believe in themselves that they can.
