{"id":6599,"date":"2025-09-26T17:17:16","date_gmt":"2025-09-26T17:17:16","guid":{"rendered":"https:\/\/cmjstrategies.com\/?p=6599"},"modified":"2025-10-22T09:38:46","modified_gmt":"2025-10-22T09:38:46","slug":"the-devils-in-the-delivery","status":"publish","type":"post","link":"https:\/\/cmjstrategies.com\/es\/the-devils-in-the-delivery\/","title":{"rendered":"The devil’s in the delivery"},"content":{"rendered":"

The policy was clear \u2013 consultation done, legislation passed, guidance published, comms and support all in place. Ready, set, go! Or so we thought.<\/p>\n\n\n\n

Then the questions started rolling in: \u201cWhat about when\u2026?\u201d \u201cBut in our case it\u2019s different because\u2026\u201d As Director of an operational arm of government I soon learnt that even the most well-developed, evidence-based policy was just the start. The harder work came when we started to apply it in practice, when it came into proper contact with all the beautiful variety and complexity of ‘in real life\u2019. And so, I made sure I was in the room when policies were being discussed so that I could give the operational perspective. But even then I knew that when it came to delivery there would be more work to do. We would need detailed operational policies to turn the in principle decisions that Ministers had made into something that worked.<\/p>\n\n\n\n

I see this now in the work I do with leaders and teams trying to translate their decisions into action, from how they shift organisational cultures to how they run their businesses.  Coming up with the principles is a necessary step, but it\u2019s not enough. Making the decision is just the end of the beginning – the devil\u2019s in the delivery.<\/p>\n\n\n\n

What guises does that sneaky devil take?<\/p>\n\n\n\n

\ud83e\udd14When we agree ‘in principle’, but we mean different things: when I say empowerment and \u2018letting go\u2019 I mean only having two check-in meetings a week while you mean getting a report once a month<\/p>\n\n\n\n

\u26d3\ufe0f\ud83d\udca5When we just don\u2019t follow up, for any number of reasons from passive resistance through to something just falling off the long to-do list. Forgetting that a decision was even made is not uncommon<\/p>\n\n\n\n

\ud83e\udd10When we fudge making hard choices to avoid conflict or loss, and so everyone beneath us just trudges on through the treacle of uncertainty and confusion<\/p>\n\n\n\n

\ud83d\ude80When our decision is disconnected from reality. Great strategic plans that we have no hope of delivering given our current capability? Mission aborted.<\/p>\n\n\n\n

\ud83d\udde3\ufe0fWhen we think that saying it makes it so. Defining our values and telling people what they are is only one step. What if they don\u2019t understand? Or don\u2019t agree? Or don\u2019t know how to do it?  <\/p>\n\n\n\n

I\u2019m sure there are many more \ud83d\ude08s (answers on a postcard please).<\/p>\n\n\n\n

So, what can we do to maximise our chances of breathing life into our ideas? I\u2019ve written before about what makes for good delivery<\/a>, so my focus here is on what it takes to translate the decisions of a leadership team into action, #IRL.<\/p>\n\n\n\n

Here are three suggestions to start with: prioritise, experiment and get to \u2018how\u2019<\/em><\/p>\n\n\n\n

\ud83d\udc18Don\u2019t ignore workload (or change load). We talk a lot about there being \u2018just too much\u2019 to do and we recognise the weight of lots of changes being expected of our teams at the same time. And yet rarely do we actually tackle this head on. It seems to be dutifully put on the table and then left there to be ignored like a giant (tired) elephant. Sometimes we scratch at it a bit by talking about delegation or changing mindsets on perfectionism, but how often do we have the energy to face it head on and say, what\u2019s going to stop? The most ambitious and courageous leaders I work with are the ones who aren\u2019t afraid to take things off the list too. This prioritisation is incredibly hard \u2013 more so in the public sector when you can\u2019t chose to ignore some people or problems \u2013 but without it we\u2019re dooming our decisions before they\u2019ve even left the room.<\/p>\n\n\n\n

\ud83e\uddeaListen, test and learn. To understand the realities of operationalising a decision you need to give it real airtime with the people who you will rely on to make it happen. We tend to know that about complicated, technical things \u2013 we ask the experts what will work in practice \u2013 and yet on complex, human things, like how teams collaborate we run the risk of not asking and listening enough. An experimental mindset is essential here. Rather than going in with a pre-determined view \u2013 if we do x it will result in y, so just do x \u2013 go in with hypotheses and engage people in discovering the way together.<\/p>\n\n\n\n

\ud83e\udd39Give equal attention to why, what and how<\/em>. We all know that when it comes to motivating our people to change we need to inspire with purpose \u2013 after all you want more that just compliance.  So, spend time describing the goal, listen to challenge and show patience in explaining your rationale, especially if there isn\u2019t scope for the decision or principle to be changed. But don\u2019t stop there, unpack the \u2018what\u2019 and engage people in the messy business of the \u2018how\u2019 too. If you want better performance management, what does that look like in practice? What would be happening? How would you know? And how do managers need to operate differently to bring that about?<\/p>\n\n\n\n

I think prioritisation is the hardest step in good delivery. What do you think?<\/p>\n\n\n\n

<\/p>","protected":false},"excerpt":{"rendered":"

It’s one thing to make a decision and quite another to make it happen. Lots of things get in the way – misunderstanding, lack of commitment, failure to listen – the little devils of delivery out there IRL (in real life)
\nThree initial suggestions here on what you can do to make your decisions stick and drive real change…<\/p>","protected":false},"author":1,"featured_media":6771,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"nf_dc_page":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[36,26],"tags":[14,8,48,50,16],"class_list":["post-6599","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog","category-resources","tag-change","tag-coaching","tag-lead-for-impact","tag-leadership-tips","tag-mindset"],"yoast_head":"\nThe devil's in the delivery - CMJ Strategies<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/cmjstrategies.com\/es\/the-devils-in-the-delivery\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The devil's in the delivery - CMJ Strategies\" \/>\n<meta property=\"og:description\" content=\"It's one thing to make a decision and quite another to make it happen. 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