GTRSD = Purposeful Execution
An execution mindset and the action to follow through with that mindset is a trait I respect, try to emulate and look for in leaders I work with. This mindset is often embedded directly into a company’s culture, with some organizations holding "GSD" (Get Shit Done) as a core operating principle.
Recently, while presenting to over 200 leaders at the Databricks Amer Industries summit, we discussed this exact dynamic. Databricks is a fiercely execution-focused company with a powerful GSD culture, driven by a rapid acceleration that requires immense swagger, durability, and discipline. But when an organization accelerates at that speed, there is a distinct danger of relying on "brute force" execution.
To bridge the gap between brute force and synchronized execution, I challenged the participants to adopt a slightly modified acronym: GTRSD, which stands for Get The Right Shit Done. Getting things done is fantastic, but organizations would often be better off doing nothing at all rather than flawlessly executing the wrong things. Misplaced effort and misaligned resources can kill an organization. As I love to share during strategic planning sessions: “more organizations die from indigestion versus starvation”.
Much of my work involves helping executive teams align on the top priorities that will truly drive growth. In facilitated offsites, we capture a list of activities the company should start, stop, and continue doing. The hardest list to build is always the "Stop Doing" list. To make room for new initiatives, there must be a ruthless commitment to eliminate distractions. Without that discipline, teams fall into the trap of chasing their massive Total Addressable Market (TAM) instead of focusing intently on their Optimal Addressable Market (OAM). They say yes to everything, causing strategic ambiguity and eventual burnout.
Prioritization planning highlights the friction inherent in all organizations. When executive teams struggle to prioritize, confusion is amplified down the organizational chain, resulting in competing initiatives. Focusing first on defining the absolute must-do priorities brings clarity and momentum. GTRSD is about working with intention, not just intensity.
This is a specific skill that can and should be nurtured and developed. Making forced choices is at the root of a solid strategy. In Good Strategy, Bad Strategy, author Richard Rumelt explicitly warns against avoiding these trade-offs, writing: "Good strategy requires leaders who are willing and able to say no to a wide variety of actions and interests." He notes that while it is impossible to prove a strategy right in advance, it is easy to prove it wrong if it lacks this focused clarity.
Ambiguity is the enemy. Over 20 years ago, I heard General H. Norman Schwarzkopf deliver a keynote that stuck with me. He stated: “When placed in charge, take charge. When faced with a decision, make one”. Leadership is about taking action to move the team forward, but you must be clear on your path and reason for action.
If you made it this far in this blogpost, it is my hope that the term GTRSD has resonated with you and that you will share it with your team. As I did with the Databricks audience, just mention GTRSD and ask if anyone knows what the acronym stands for. Maybe someone on your team will figure it out, regardless it will open an important conversation. It is my hope that the acronym GTRSD makes into your organization’s lexicon and helps drive more purposeful execution.
