What Is Priority-Based Execution?

November 4, 2021
November 4, 2021 Jamie Notter

If you’ve been following our blog, you probably have noticed several posts in the category of “Priority-Based Execution” that explore how to effectively connect your longer-term strategy with your current operations. Priority-Based Execution is a phrase we don’t see being used much, which is why we chose it. We think that the association community is overlooking a huge disconnect between the way they do strategy and the way they do operations, so we wanted to come up with a new term to get their attention on the issue. Here’s how we define Priority-Based Execution:

Priority-Based Execution is an organizational system that creates a dynamic link between strategy and operations, by organizing around a set of priorities, metrics, and strategic decision points that are redefined every three months.

The system only works when:

  • It is rooted and integrated into your workplace culture
  • It is based in learning and experimentation rather than blame and prediction
  • It maintains a strategic line of sight connecting three months from now to 20 years from now.
See also  Making Your Strategic Plan a Living Document

It is very difficult to grow if you don’t have a system like this in place. Without it, your operational planning is annual, and your silos will generally want to do what they did last year—a pattern that has plagued associations for far too long.

If you want help building and executing this system, check our coaching program and set up a call with me to discuss.

 


Photo by Federico Beccari

Jamie Notter

Jamie is an author and growth strategist at PROPEL, where he helps leaders integrate culture, strategy, and execution to achieve breakthrough performance and impact. He brings twenty-five years of experience to his work designing culture-driven businesses, and has specialized along the way in areas like conflict resolution and generations. Jamie is also the co-author of three books—Humanize, When Millennials Take Over, and The Non-Obvious Guide to Employee Engagement—and holds a Master’s in conflict resolution from George Mason and a certificate in Organization Development from Georgetown, where he serves as adjunct faculty.
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