5 Methods You Need to Become an Effective Executive

Veteran, new and aspiring executives need methods to be successful in their organization. There are 1000s of leadership podcasts, videos, blogs, and articles but few authors address what to do or how to do it.

We have witnessed many executives who are efficient (doing things right), but few executives are effective (doing the right things). We believe this is misguided and aim to remedy the shortfall with executives.

This is the 11th episode of the Effective Executive podcast. In this episode, Tripp discusses 5 methods to needed to become an effective executive. Download our FREE Effective Executive Starter Kit.

Show Notes

The Effective Executive – Episode 11

1. Synthetic Thinking

2. Decision-Making

3. Innovation

4. Executive Data Analytics

5. Organizational Design



Tripp Babbitt: [00:00:00] Hi, I’m Tripp Babbitt, and in this effective executive YouTube video, I wanted to cover off the five methods that I believe you need in order to become an effective executive. Now, I’ve spoken on many YouTube videos and podcasts about the need to be effective over efficient. I’m not going to go into all of that, but I do want to cover off these five methods.


Tripp Babbitt: [00:00:30] And the first of the five methods is synthetic thinking and synthetic thinking is your ability to look at the whole of things as opposed to the pieces we’re all predisposed to looking at the pieces and breaking them down and be very analytical about things. But executives don’t always hold the synthetic thinking portion that they need in order to see how all the parts come together. So that’s the first thing. And I’ve got videos out there that I’ll put links to.


Tripp Babbitt: [00:01:09] The second is decision making now, I’ve done already done a video on decision making that I’ll also put a link to, but decision making in essence. I had someone wrote me an email, basically said, you know, I’ve always been told that, you know, as a manager, I got to be really final on my decisions. I’ve got to move forward after I make one and, you know, don’t look back type of an attitude. And I couldn’t disagree more. You have to make a decision often with imperfect information and imperfect data. And just to move on from that would be really a ridiculous thing to do. You need to track it. You need to understand how it’s performing. Is it meeting what your expectations were when you originally made that decisions and environment changes not only over a period of time, but maybe with new information coming in. So it’s important that decision making follows some type of scientific method where we’re continually learning and pivoting and discarding certain decisions that we make and not necessarily put up this front that, oh, I’m a manager or I’m an executive and I’ve made that decision now. Nobody challenged me. It just doesn’t play and it doesn’t make sense. Decisions need to be followed up on. They need to know how they’re performing.


Tripp Babbitt: [00:02:50] The third thing is innovation, and this is all about value creation and that you have to be proactive in your innovation. It’s not something that well, some day the lightning will strike and somebody will come up with an idea.


Tripp Babbitt: [00:03:06] If you leave it to chance, then you’re most likely going to lose out because there are organizations out there now that are very proactive in their innovation efforts. And this doesn’t guarantee you success either. Being proactive in innovation. There are many companies that were very proactive in their innovation and have still failed. Look at some of the competitors to Apple. Steve Jobs just came up with something better with regards to the mobile phone. So innovation is really critical to have something going on constantly that you’re coming up with new products, new services and trying them out on a small scale with a small group of customers in order to advance and find new revenue streams. You know, everybody’s talking about their, um, you know, tracking what their revenue is and their sales meetings that they have this pipeline of revenue. You need a pipeline of innovative products and services and even thinking within your organization.


Tripp Babbitt: [00:04:16] The fourth thing is what I call executive data analytics. And the prerequisite to coming up with the right data to use in an organization, from my perspective, is or comes from synthetic thinking. When you start to look at the whole the measures that you have that you’re using within your organization tend to change. And you need to come up with holistic types of measures as opposed to pieces, which is the way most organizations have been set up.


Tripp Babbitt: [00:04:50] A fifth thing is organizational design, and I usually hold this back as the last thing to look at, mostly because understanding what measures are important, important, having some proactive activities going on with regards to innovation, affixing your decision making and foundationally building and understanding that synthetic thinking is where you want to begin.


Tripp Babbitt: [00:05:19] But organizational design offers huge opportunities because most organizations have been design from analytical thinking. We broke down the pieces. There’s sales, there’s operations, there’s finance, there’s I.T. in. They’ve all got their own little units and they all operate very separately with different types of measures and goals and things that they have in the organization. So I have a tendency to wait on organizational design as kind of the last thing that I work on with executives. But there’s there’s huge opportunity in any of these five things. But I think you have to develop your synthetic thinking, your Decision-Making skills, your innovation, these executive Data analytics first before you begin looking at organizational design. But you need method for all five of these things. You need a process to take you through. Now, I have a process. I have a system. I have five methods that will take you through each of these five areas. Now, what what I built so far is the first of those, which is the synthetic thinking component I’m building in the process of building the decision making component right now. And I’m also building in as part of synthetic thinking, your ability to construct in an aim or a purpose for your organization and ways to communicate that to your employees and customers.


Tripp Babbitt: [00:06:52] So that’s kind of the whole synthetic thinking type of room from my standpoint, that you need to develop first and then these other four modules will come behind it. Or these other four methods with education modules will come subsequently after I’ve completely finished the synthetic thinking portion. So take a look at the free download that’s available in the description. You can get an idea of whether this makes sense for you. It’s five videos that you’ll get and you’ll be able to see if I’m the type of person that you want to listen to with regards to developing first the synthetic thinking skills. And then there is an investment that you can make to and developing your first. Your synthetic thinking skills is the foundation. And then I’ll be adding on all of these other methods with decision making, innovation, data and organizational design as time goes by. Right now, the investments are relatively small compared to what it will be once I’ve completed all the modules. But I also put a link down to there and there are several videos that you can preview before you actually sign up or invest in the executive education program. But it’s very different. It’s not this leadership skills efficient executive stuff. And again, I’ve gone through this on many of the other videos that I’ve put links to, but it’s more about how can you create value for your organization? And that’s what will make you effective. Take a look. Subscribe to this channel. I will put out regular updates on some of the thinking and give you some ideas regardless of whether you use my executive education. These are things that I think you should search out for to advance yourself either as a veteran executive, a new executive, or if you’re an aspiring executive that’s trying to develop these skills.


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