Downloadables | Driving Success through Effective Execution

Leadership responsibility #3 -Operational risk management

Rajesh Athihalli — Sun, 27 Dec 2020 06:00:14 +0000

Operations risks are potential risks from breakdowns in routine operational processes, people and systems that are controllable and can be avoided.

To be competent goal executors, Leader should consider gaining better understanding of their internal operational risk profiles. Effective management of operational risks will aid better decision making and encourage more informed risk taking.

Leaders should build their own internal risk culture where operational risks are openly discussed and individuals in the team are encouraged to identify, evaluate and address their operational risks.

Our effort is to assist Leaders in identifying top 5 operational risks namely People, cultural, collaboration, customer and technology risks.

Please download the document(pdf) here:
Leadership responsibility #3 - Operational risk management (43287 downloads ) The post Leadership responsibility #3 -Operational risk management first appeared on Driving Success through Effective Execution.

Interview Questionnaire – Execution skills for leaders

Rajesh Athihalli — Fri, 15 Mar 2019 07:18:18 +0000

The right questions can help you identify execution skills for leaders. Though it is not exhaustive, the interview questions and rating scale given below will reveal a candidate’s leadership skills to get things done. Hope it is useful to you.

Application of the tool to your business: We have deliberately provided you topics (like pointers – marked in yellow) and what you should expect (marked in green) as answers. Make changes, if required, as to how you ask the question to bring in relevance to your business.

Definition “Leader”: Key stakeholders of the organisation reporting to the ‘C’ levels / Team leaders / Potential leaders.

Rating scale: The five rating scale is inspired by the Likert scale to make it easier to draw conclusion.

Please download the document (.pdf) here :
Interview assessment – Execution skills for leaders (44287 downloads )

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Leadership responsibility #2 – Contextual capability building

Rajesh Athihalli — Tue, 29 Jan 2019 06:10:16 +0000

The process of contextual capability involves functional analysis of operational requirements. Capabilities are identified based on the tasks required to be performed to achieve a goal or a strategy. Once the required capability inventory is defined, the most cost effective and efficient option to assess and build capability is sought.

Context matters. Even though capability required to perform a particular task may seem similar in a given Industry, It can be starkly different. It could vary depending on the organisations location, culture, values, vendors, customers, market and so on…

Our effort is to assist you in identifying contextual capabilities essential for strategy execution. The behavioural and technical capabilities required, we believe, have direct correlation to the functional capability required to complete the job on hand.

We have presented it as a checklist to make sure you address all aspects of contextual capability building.

Please download the document (,pdf) here:
Leadership responsibility #2 - Contextual capability building (41892 downloads )

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Leadership responsibility #1 – Creating role clarity & accountability

Rajesh Athihalli — Tue, 27 Nov 2018 06:46:56 +0000

Downloadable Template – Every leader must see accountability as a foundation to build a healthy, performance driven and sustainable culture.

“Accountability” is known to most people. One should also know that there is more to it than just writing job descriptions and if incomplete can reduce the chances of implementing your organisation goals by 75%. Accountability should be used as a tool to inspire people to unlock their potential.

Accountabilities are dynamic and constantly require scrutiny and realignment. It should be treated as a relationship building exercise between its people.

The word “Objective” has been extensively used in this document, to imply that all responsibilities and accountability should come with utmost clarity and should contain numbers and timelines.

Accountability should fall to one (and only one) “person” per task, even if the task requires input and contributions from others. Making sure that the “person” understands his accountability, in all and specific situations, that are critical across the organisation.

We have put down important aspects to be well thought-out to ensure accountability for a leader and his team. We have presented it as a checklist to make sure you address all aspects while arriving at accountability.

Download the document (.pdf) here:
Leadership responsibility #1 – Role clarity & accountability (6962 downloads )

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20 essential leadership skills for execution

Rajesh Athihalli — Tue, 31 Jul 2018 04:06:04 +0000

Downloadable template – As a part of the Metis centre of execution excellence (MCeE) research, we have shortlist 20 key abilities / skills required for leaders to optimally execute strategies. For the purpose of research we focused on functional skills essential for strategy execution. The behavioural and technical skills required, we believe have directly correlation to the functional skills required to complete the job on hand.

Download the document (.pdf) here:
20 essential leadership skills for execution (43370 downloads )

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Strategy execution practices – Template for goal setting & alignment

Rajesh Athihalli — Sun, 04 Feb 2018 08:52:48 +0000

Downloadable template:
Strategy execution practices – Clear strategic intent inspires your organisation

• Strategic intent gives a common purpose, lays emphasis on opportunities to pursue and inspires every stakeholder in the organization.
• Strategic intent is usually derived from the company’s vision (or) many a times strategic intents form the basis for creating a vision for the organisation.
• Strategic Intent directs the organization’s focus, thoughts and actions to the present.
• Strategic intent defines the purpose of your organisations’ existence in the ecosystem. It defines your actions around growth, operations, innovation and customer.

Strategy execution practices – Organisation goals formalises the key success factors required to execute the intent

• Organisation goals translate the strategic intent into actionable, relevant, measurable goals.
• Organisations goals should be holistic and necessarily span across organisation growth, operations efficiency, innovation and customer delight.
• Involve all key stakeholders while arriving at organisation goals. Stakeholders buy-in is critical for business success.

Strategy execution practices – Department goals enable organisation goals

• Key stakeholders across functions and operations must converge and create goals that make everyone accountable for the execution of the organisation goals.
• Every department / function should involve key stakeholders while arriving at goals and KRA’s for successful execution.
• Department goals have to be transparent, objective and communicated effectively to all stakeholders in the ecosystem.
• Each department should necessarily have at least one KRA for every organisation goals. This way all departments contribute to the overall achievement of the goals.

Download the document (.pdf) here:

Organizational alignment to strategic intent (1441 downloads )

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