"Plans are one thing, action is another." — Murgatroyd and Morgan
Often managers spot a chance to do something valuable for their company, but for some reason, they cannot get started. Even if they begin the project, they give up when they see the first big hurdle. The inability to take purposeful action seems to be pervasive across companies. Managers tend to ignore or postpone dealing with crucial issues which require reflection, systematic planning, creative thinking, and above all, time.
If you do nothing, nothing changes. Things at rest have a tendency to remain at rest. Be aware of items that stall your action. It's better to have a 50-percent improvement right away than it is to take no action and hope for a 100-percent improvement sometime in the future.
The only cure for inactivity is action. That’s why the first step in creating a successful culture of execution is creating a bias toward action. People who make things happen need to be praised and rewarded. People who don’t should be coached to change, or weeded out. Failure cannot be unduly punished. Unless people feel free to make mistakes, they will not feel free to take bold actions.
A key to creating a bias for action is to encourage relentless experimentation. Rather than analyze a new product or service to death, look for ways to test it at relatively low cost. Learn from your tries.