Execution and Performance: Delivering on Promises in Workflow

by Stewart Ramsay and Peter Claghorn, Vanry Associates

The workflow model reframes work as a conversation between a customer and a performer, collaborating to achieve a shared future driven by mutual concerns. This conversation unfolds across four quadrants, each playing a distinct role in producing value. After Preparation and Listening (Quadrant 1) establishes the foundation and Assessments and Negotiation (Quadrant 2) solidifies mutual commitments, Quadrant 3 (Q3), Execution and Performance, is where the action happens. This phase is about the performer delivering on their promise, the customer providing support, and both parties maintaining communication to ensure the agreed-upon Conditions of Satisfaction (COS) are met. By mastering Q3, individuals can turn commitments into tangible results, strengthen relationships, and create opportunities for added value, paving the way for the final phase of reflection and learning.

Q3 is the heart of the workflow cycle, where the performer focuses on delivering the result promised in Q2. In Effective Workflows Q3 is where the performer does the work focused on a specific result, culminating in a declaration to the customer that the work is complete. It’s a phase of action, coordination, and adaptability, requiring both parties to stay engaged to address challenges, renegotiate terms if needed, and ensure the outcome aligns with the customer’s concerns. Unlike Q1 and Q2, which focus on planning and agreement, Q3 is about doing, bringing the vision to life while maintaining trust and reliability.

It is important to note that Q3 is not a solo effort by the performer. Both customer and performer have active roles to ensure success. The performer coordinates with others, manages resources, and communicates progress, while the customer checks in, provides support, and addresses any shifts in concerns. This collaboration is critical because as work progresses re-clarification of existing COS or new COS that may emerge are discussed. An effective Q3 also allows for opportunities to add value, such as when a performer identifies ways to exceed expectations or reduce waste, enhancing the outcome for both parties.

Customer Responsibilities in Q3

The customer’s role in Q3 is to support the performer and maintain open communication to ensure the promise is fulfilled. Effective customers take steps to check in at milestones or at any time there is some nervousness or concern about how the promise is being delivered. This proactive engagement prevents small issues from becoming major breakdowns. For example, a manager overseeing a marketing campaign might check in with the team at key milestones, such as the completion of a draft, to ensure the work aligns with the project’s goals.

Customers must also be ready to renegotiate COS if circumstances change. For instance, if a client hiring a contractor for a home renovation learns that the material is delayed, they might adjust the timeline or scope to maintain quality. This flexibility ensures the workflow remains aligned with the original concern, such as a functional and aesthetically pleasing home.

Providing support is another key responsibility. If the performer is less experienced, the customer’s role in offering resources or guidance increases, particularly for junior performers. For example, a manager might provide a template or data access to a team member preparing a report, ensuring they can meet the COS. If the workflow needs to be canceled—due to shifting priorities, for instance—the customer must do so promptly and communicate the reasons clearly to preserve trust.

Performer Responsibilities in Q3

The performer’s primary task in Q3 is to deliver the promised result while keeping the customer informed. This might involve managing resources, collaborating with team members, or addressing unforeseen challenges. For example, in the car service scenario, the service representative ensures parts are available, technicians are scheduled, and the car is repaired by the agreed time. If issues arise, such as a delayed part, the performer must communicate promptly.

Performers should also look for opportunities to add value or reduce waste. Effective Workflow encourages performers to re-negotiate COS if there are opportunities to add value, such as suggesting enhancements that align with the customer’s concerns. A graphic designer working on a logo, for instance, might propose an additional color scheme that better reflects the client’s brand, enhancing the outcome without significant extra effort.

Timely communication is critical. Good Q3 has performers that check in and provide reports of progress (particularly if breakdowns have been experienced).  Regular updates build trust and allow the customer to address concerns early. If a performer realizes they can’t meet the COS—due to resource constraints, for example—they should “revoke on time,” explaining the issue while still addressing the customer’s concern. When the work is complete, the performer declares it to the customer, marking the transition to Q4. This declaration is a critical speech act, signaling that the COS have been met and inviting the customer’s assessment.

Practical Applications and Tips

Mastering Q3 requires strategies to ensure reliable delivery and maintain trust. One key tip is to establish clear milestones. Both parties should agree on checkpoints during Q2 to track progress in Q3. For example, in a project to develop a website, milestones might include wireframe approval, content integration, and testing phases. Regular check-ins at these points keep the workflow on track.

Another tip is to anticipate and address breakdowns proactively. We suggest performers check in and provide reports of progress (particularly if breakdowns have been experienced). If a performer encounters an issue, such as a delayed shipment in a construction project, they should inform the customer immediately and propose solutions, such as sourcing alternative materials. Customers, in turn, should foster an environment where performers feel safe reporting issues, encouraging transparency.

Renegotiating COS is a powerful tool in Q3. Both parties should remain open to adjusting terms if new information emerges. For instance, if a software developer discovers a feature that can be added to improve user experience, they might propose it to the client, who can then weigh the benefits against time or cost. In an Effective Workflow both parties can re-negotiate COS as required, ensuring the workflow remains aligned with evolving concerns.

Capturing lessons learned during Q3 is also essential. Performers should routinely capture assessments of learning, value, waste, and capital increases during execution. This might involve noting what worked well (e.g., efficient collaboration with a supplier) or what caused delays (e.g., unclear specifications). These insights inform Q4 discussions and improve future workflows.

The Importance of Q3 in Workflow

Q3 is where promises become reality, making it the phase where trust is tested and relationships are strengthened or strained. A successful Q3 delivers value that aligns with the customer’s concerns, reinforcing the relationship. For example, a smoothly executed car service appointment builds trust, encouraging the customer to return. Conversely, breakdowns in Q3—such as missed deadlines or poor communication—can erode trust and create waste, like rework or frustration.

The dual loop remains critical in Q3. While the primary workflow focuses on the customer’s concern (e.g., a repaired car), the secondary workflow ensures the performer’s needs are met (e.g., timely payment or clear instructions).  Both parties should engage each other as necessary to ensure the reliability of the promise is being maintained. This mutual accountability ensures both workflows progress in tandem, creating value for both sides.

Conclusion

Execution and Performance (Q3) is where workflows come to life, transforming commitments into results. By delivering reliably, communicating openly, and adapting to changes, customers and performers create value and strengthen their relationship. In an effective Q3 the performer resolves that they have fulfilled the customer’s COS, marking a critical step toward closure in Q4, Value and Learning. Whether repairing a car or launching a project, Q3 is your chance to turn promises into reality, building trust and setting the stage for reflection and growth.

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