Introduction

Well-established organizations strive to achieve distinguished accomplishment. Knowingly that the concept of accomplishment is associated in the first place with execution, and this is by far true. But that doesn't necessarily follow that planning is remote from execution, since there is a strong, but even organic relationship between both concepts.

To guarantee the efficacy of the implementation of the strategic plan, an emphasis should be placed upon a plausible number of core goals of priority that are directly associated with the organization’s business, vision, and mission. And such goals should be then converted to specific executive procedures “activities” whose success indicators should be determined along with the persons in charge, and their time limit.

When it comes to the outcomes, there are two types of the main issues that might influence the leader; the strategy (Plan) and the ability to execute the strategy. Pause just for one minute and ask yourself this question: which of the following the leader suffers the least: formulating the strategy or executing the strategy? Most of the times we ask the leader such question in any place, we find them forthwith answering “Developing Strategy”. To what extent would this answer be deemed valid? Now, ask yourself another question: If you have a Master’s Degree or earned training programs in Business, what materials did you study the least; the execution or strategy? When we ask the leaders this question, the answer would be this time “Execution”, and no wonder that this may be the least educated area.

Conclusion: the biggest problem doesn’t rest in formulating strategies. It may, however, rest in executing which (Performance Management), and the main challenge in this case remains in the behavior of the employees. Therefore, execution is built on the change in the behavior of the employees. And when executing the policy of change in the behavior of the employees, you are facing the biggest challenge that any leader might be faced.