Close the Gap Between Knowing and Doing

There’s a saying that really resonates with me: “To know and not to do is worse than not to know.” This is a powerful reminder, especially for leaders in the printing industry. Knowing what needs to be done is only part of the equation; acting is where the real impact lies. So how can printing company leaders take this idea and weave it into their day-to-day routines to drive real change?

Let’s break it down into five key points, and I’ll share how you can integrate them into your daily schedule.

Execution Over Intent

It’s easy to get caught up in planning and strategizing, but without action, all that knowledge doesn’t mean much. Leaders must prioritize execution over intent. How do you make sure you’re always moving things forward? One simple approach is to start your day by identifying the top 1–3 tasks that are critical and need to be tackled immediately. These could be anything from reaching out to new business leads, kicking off the new workflow implementation, or addressing a production issue.

The trick is to block out specific times in your calendar for these tasks, so you don’t get distracted by the day-to-day noise. In lean terms, this could be referred to as standard work. It’s not just about thinking about what you need to do—it's about making sure you’re actually doing it.

For example, let’s say you’ve learned that some of your best customers are looking for digital printing technologies that are faster and more efficient to meet their growing needs. Don’t just file that away—use that knowledge! Set up a time to research solutions and get your team on board to start the conversation meeting the expectations of those customers.

Accountability and Follow-Through

Once the plan is in place, accountability becomes crucial. How often do you assign tasks and check in only to find out they haven’t been done? It’s frustrating, right? This is where consistent follow-through comes into play. Each morning, incorporate quick check-ins or team meetings to track progress. Whether it’s reviewing sales efforts or print production timelines, make sure everyone is aligned and understands their priorities. I see this at times with companies that use the EOS model of business management. It’s a great system, but some may cut corners by not identifying the various milestones necessary to complete a rock. What happens is that it’s on track, on track all the way to its due date and then it’s off track.

And don’t forget about your own follow-through. It’s easy to let things slide when you’re the boss and juggling a hundred tasks. That’s why end-of-day reviews are key. Spend 10–15 minutes each afternoon reflecting on what you and your team accomplished and outline the top priorities for the following day. This habit creates a rhythm of accountability, where tasks aren’t just assigned—they’re completed.

Empowering Your Team

Leaders often know what needs to be done, but if your team doesn’t feel empowered to act, things can stall. Delegation isn’t just about handing off tasks; it’s about equipping your team with the tools, resources, and autonomy to make decisions and act. The goal is to create a proactive team that feels confident making moves without waiting for approval every step of the way. More leaders tell me that they are disappointed in their staff at times for not acting on certain things. When you peel back the onion though, you find out they didn’t feel empowered to carry out the task.

Set aside time each week for one-on-one development meetings. During these sessions, help your team overcome challenges and give them the guidance they need to feel empowered. You might find that some employees need a bit more coaching or training to feel comfortable taking initiative—investing in that is worth the effort in the long run.

Let’s say a team member comes to you with an idea for improving customer service in your business. Instead of just approving parts of it, give them the authority to implement the change. This creates a culture where knowledge is turned into action at every level of the company. Note that if you have the right people in the right seats, you will be more comfortable in letting go.

Adaptation and Agility

In an industry as fast-moving as the print industry is, especially with the rise of micro-orders, digital solutions and automated workflows, being adaptable is crucial. Just knowing the latest trends isn’t enough—you need to pivot and adjust your strategy when needed. Schedule 15–30 minutes each day to keep up with industry trends. Whether it’s reading industry news, checking in with your sales team on customer feedback, or analyzing the markets that your top customers are in, use that time to stay informed.

But here’s the kicker—leave flexibility in your daily schedule to adapt on the fly. If something critical comes up, such as a major equipment failure or a sudden complex rush order, you need to be able to adjust priorities without feeling overwhelmed. That flexibility allows you to stay agile and ahead of the competition.

For example, if you discover that more customers are requesting eco-friendly printing options, don’t wait. Start the conversation with your suppliers and be ready to adjust your offerings to match demand.

Lead by Example

Finally, it’s crucial to lead by example. If you’re not actively demonstrating how to turn knowledge into action, your team won’t either. Spend time each day being visible—whether it’s walking the production floor, checking in with your sales team, or working through solutions side by side with your employees.

When your team sees you consistently acting on information and driving initiatives forward, it sets a standard. If an issue arises—say, a delay in a major project—don’t just talk about it. Dive in, help find solutions and show your team how you move from knowledge to execution.

By integrating these five key principles into your daily routine, you create a culture of action, accountability, and empowerment. You’re not just managing the day-to-day operations of a printing company—you’re leading it with purpose and direction. And when your leadership style revolves around doing, not just knowing, you’ll see real, tangible progress in your business.

This approach not only ensures you’re using your knowledge effectively but also creates a culture where action is the norm. So, start tomorrow by identifying those critical tasks, holding your team accountable, empowering them to act, staying flexible, and leading by example. You’ll find that the gap between knowing and doing gets smaller with each passing day.

Mike Philie can help validate what’s working and what may need to change in your business. Changing the trajectory of a business is difficult to do while simultaneously operating the core competencies. Mike provides strategy and insight to ambitious owners and CEOs in the Graphic Communications Industry by providing direct and realistic insight, not being afraid to voice the unpopular opinion and helping leaders navigate change through a common sense and practical approach. Learn more at www.philiegroup.com, LinkedIn or email at mphilie@philiegroup.com.