Application: 1. A leader just does not sign off on a plan. She wants an explanation and she should drill down until the answers are clear. Work on the personal connection everyday and every way you can. Show up with an open mind and a positive demeanor, be informal and have sense of humor. Focus on a very few clear priorities that everyone can grasp. Strive for simplicity in general. Speak simply and directly. Ask people to work on 3 or 4 issues facing company: form teams to work on these issues.
Need to make judgments about which people have the potential to get something useful out of a course and what specific things you are trying to use education to accomplish.
Gain experience in self-assessment. Must change the beliefs and behavior of people in ways that are directly linked to bottom — line results. Do not reward individuals for just strong achievement on numbers but also on the desirable behaviors that people actually adopt. Increase population of A-players: those who are tops in both behavior and performance. Search for people with an enormous drive for winning.
Never finish a meeting without clarifying what the follow-through will be; who will do it; when and how they will do it; what resources they will use; and how and when the next review will take place and with whom. Personally check references. Look closely at how the people under review met their commitments. When identifying high-potential and promotable people, avoid two dangers: organizational inertia keeping people in the same jobs for too long ; and moving people up too quickly.
View all 8 comments. May 18, JP rated it did not like it. What a completely over-rated book. I suspect this made the top 20 best-ever booklist that led me to it on the basis that the title sounds good, like something a knowledgeable business person should advocate. Bossidy has earned the right to write on this topic, but the story lacks any sense of instructive meat.
It's really more suited to a motivational speech or a Tom Peters interview. Some business books are thoughtful; others make me really dislike business cultu What a completely over-rated book. Some business books are thoughtful; others make me really dislike business culture in general. This was exemplary of the latter. Bossidy and Charan's pompous tone was omnipresent, but the pinnacle came with Bossidy's way of explaining that every employee assessment should include something developmental, since even "The Good Lord had some development needs.
Their 3 fundamental tasks where the leader must see execution: picking leaders, setting strategic direction, and running operations. They also made uncomfortable points about "emotional fortitude. View 2 comments. May 16, Dharwiyanti rated it liked it Shelves: nonfiksi , leadership-and-management , english. A bit lengthy written with two main messages: 1. As a CEO or a leader at the top level management, it is wrong to only focus on the planning or big pictures.
The 'modern' style of managing is to also make sure how to get the things done. Do not blame the staffs if execution goes wrong. To do point 1 above, make sure you hire good people that are entitled to get things done. To do so, you have to use all channels of reference checking, contact people that know your candidates closely.
Very inspir A bit lengthy written with two main messages: 1. Very inspiring, but could have been written in a much more concise way. Oct 20, David Lau rated it liked it. A former manager of mine once told me to read this book. That was back in It took me until now to read it, but now I understand why he had such high praise for the book.
Execution in it's simplest sense is to: get things done. But it's more complex than those 3 words might suggest. It's about getting the right people in place, building a strategy around the resources available, and finally implementing the strategy, linking the strategy with people. As with many other books on manag A former manager of mine once told me to read this book. As with many other books on management science, the veracity of the concepts is undeniable: Nothing is more important than people, candid dialogue leads to realistic plans, following up is crucial in implementation of a strategy.
Yet of all the books in this category of literature that I have read, I always encounter the same problem. These concepts are easy to talk about, and even easier to understand, but hard to practice in real life. In spite of the negatives, I am certain that this is a book that I will refer to again and again for inspiration, and as a reference point on how to execute.
If there is one thing I would like to add to this book however, it would be as follows: Execution is learned through practice, not just reading. Feb 06, Paul Bard rated it did not like it Shelves: not-to-be-read. It's not worth reading, in my opinion, because it's full of jargon and puffery. Who knows if the wall of corporate verbiage has any meaning or not? Apparently many are convinced it does.
I am not. As to the puffery, the book makes out plain prudence to be some great new discovery. This is not even marketing, but simply spin, as far as I can see. Because the authors are corporate leaders, this book is treated better than it deserves. It deserves to be treated as an marketing addition to the author It's not worth reading, in my opinion, because it's full of jargon and puffery.
It deserves to be treated as an marketing addition to the authors' resume, rather than as a serious addition to the literature on prudence. Just avoid it. Edit: Serious about dramatically increasing execution? Then I recommend "The 12 Week Year" instead. Aug 16, CV Rick rated it it was ok Shelves: business-motivation , business. It's not you, it's me. So many business books read like a rehash of a boring seminar and this is no exception.
Every page could be a power point. Every line could be a bullet point. Everything is crafted for presentation with very little background, substance or reference. Anecdote is not evidence, yet anecdote is ever-present. You know, it reminds me of sitting through talks and speeches in church when I was a kid.
All Mormon talks are exactly like this It's not you, it's me. All Mormon talks are exactly like this - a few bullet points, an anecdote, a weak conclusionary statement and a call to action. Maybe that's why I rebel. Feb 09, The Angry Lawn Gnome rated it did not like it Shelves: , gave-up , did-not-finish , finance. A rambling mess that seemed to have never crossed an editor's desk, this book read as though it was literally spoken into a tape recorder, transcribed and then published.
As to its subject matter: I cannot think of one bromide the "authors" managed to leave out, particularly of the tautological sort. You hire good people by I finally tossed this sucker aside after about the 84,th mention of Jack Welch, in such s A rambling mess that seemed to have never crossed an editor's desk, this book read as though it was literally spoken into a tape recorder, transcribed and then published. I finally tossed this sucker aside after about the 84,th mention of Jack Welch, in such slobbering terms they'd make a St.
Bernard blush. So, a "WTF? The authors have obviously done a great deal in the business world, done it quite well and should have a great deal of constructive, practical advice to offer. Well, it ain't in this book, gang. Indeed, I'm borderline to calling this work an insult to anyone who picks it up, expecting something remotely resembling the blurbs on the back cover.
I don't know what they were reading, but it could not possibly have been this mess. I gave this 3 stars not because it was a bad book, but rather because I think other books better convey a similar but more concise message. The idea that many people intellectualize, philosophize and cannot actually implement or execute is so very true, I have seen it over and over again in my career. Leaders show up and get into the weeds, it builds dignity in subordinates.
Forty perc I gave this 3 stars not because it was a bad book, but rather because I think other books better convey a similar but more concise message. Forty percent of a leader's time should be spent on selecting, evaluating, and providing feedback to their people. I've heard something similar to this many times, but I loved the way the authors worded this - "We don't think our way into a new way of acting, we act our way into a new way of thinking".
I totally agree with the thoughts on senior leadership teams. Robust, open, honest dialog is key to execution, be open minded without private agendas.
Internally competitive behavior is destructive and people who cannot work with other drain an organizations capacity. Overall I enjoyed the book, it just didn't offer much new content for me personally, I would not hesitate to recommend it as a good book on Leadership and Execution. Mar 02, Tim rated it it was ok. There were some good things to think about as far as open and honest feedback from reviews and assessment. There were also some good points on when to take coaching opportunities.
Most of the book was about setting expectations and following through by holding people accountable. There is a lot of emphasis on scrutinizing the business plans of underlings and driving out the specific actions to see if they have actually thought about it or just made up numbers to meet their performance objectives There were some good things to think about as far as open and honest feedback from reviews and assessment.
There is a lot of emphasis on scrutinizing the business plans of underlings and driving out the specific actions to see if they have actually thought about it or just made up numbers to meet their performance objectives. The authors assume that money is the primary motivator of employees. They also assume that most everyone who is not in management wants to be promoted into management. I did not really enjoy this book, it sort of made me edgy.
May 26, Thomas Andersen rated it did not like it Shelves: non-fiction , business. I might have missed the point of this book, but what I came away with was: - This is a book based in a different time and while execution is as fundamental to business success the "incarnation" in this book and its implementation is obsolete.
While they are good reminders they do not inspire nor impress. I simply do not care. View 1 comment. Apr 07, Maureen Ennis rated it liked it Shelves: business-fundamentals.
I was lucky enough to work at AlliedSignal and participate as Larry Bossidy ran the Execution machine he describes in this book. I have found it invaluable in transforming organizations of all sizes. Aug 09, Ryan rated it liked it. This book is valuable to individuals and is even more value to senior leadership in organizations.
I enjoyed considering the key difference between what behaviors successful companies exude. Also, I strongly agree that a culture of execution normally separates industry leaders from other companies.
Here is my personal review of this book. It include This book is valuable to individuals and is even more value to senior leadership in organizations. It includes making assumptions about the business environment, assessing the organizations capabilities, linking strategy to operations and the people who are going to implement the strategy, synchronizing those people and their various disciplines, and linking rewards to outcomes.
In its most fundamental sense, execution is a systematic way of exposing reality and acting on it. An person or organization must seriously expose and address what can and should be done.
It also shows an effective attempt at leadership with transparency. Leaders 7 Essential Behaviors 1. You can be a leader full of ideas and aspirations but without the ability to execute well, these ideas will amount to nothing. Execution is fundamental to strategy and has to shape it. Bossidy explains that you should think of execution as a process.
Always be asking how and what, ask questions and remain accountable. Part of executing means that you need to be in a position to understand the business environment and the organisations capabilities. You need to be able to make assumptions and forecasts.
Therefore, Bossidy explains that there are three processes that are critical to effective execution: the people process, the strategy process, and the operations process. Bossidy stresses the importance of having a great business leader who is totally committed to the company and has a clear understanding of the business and the current business environment.
Without this commitment, a leader will not be in a position to execute strategies. Bossidy explains that business leaders have three key roles when it comes to the execution.
They must select the people who will also be managing the strategy and execution. The leader is responsible for setting the strategic direction and ensuring that everyone involved understands the goals. They are also in charge of coordinating operations. Bossidy stressed the importance of having the leader do these jobs, they are not something that should be delegated to a lower colleague. Bossidy, like many other authors, stressed the importance of culture within a business.
Bossidy explains that execution needs to be a core part of this culture, it needs to be the norm and something that all employees understand.
A leader who executes is someone who is constantly analysing the gap between the actual results and the desired results of any strategic plan. By learning from this gap they can take their knowledge onto the next project and make significant improvements. By learning the skills of execution at any level, you will be making strides in advancing your career and eventually reaching that senior leadership role.
If you can get everyone moving in the same direction and at the same time then successful execution is much more likely. They must strive to be rigorous and consistent with their actions and encourage all team members to practice the discipline of execution. Bossidy explains that companies often focus on changing their strategy and structures.
But they fail to work on the people, the beliefs, and behaviours of those that they work with. He emphasises that cultural change is just as important if not more as strategy and structure. When the changes are so disconnected, they are not likely to succeed. A business needs to understand the deep connections between company culture and business outcomes. Bossidy explains that the first step is to clearly identify and communicate what results you are after. Then have a discussion about how those results are going to be reached.
And finally, you reward people when the goals are reached. In the scenario where you and your team do not reach the end goal adequately, assess what happened and ask how can you learn for next time. Bossidy explains that behaviours are the outcome of beliefs being turned into action.
The results are a direct result of the behaviours. One that brings reality to the surface through openness, candor, and informality. Robust dialogue makes an organization effective in gathering information, understanding the information, and reshaping it to produce decisions.
It fosters creativity—most innovations and inventions are incubated through robust dialogue. Ultimately, it creates a more competitive advantage and shareholder value.
These are the people that make decisions every day and take actions towards either success or failure. Bossidy explains that consistently successful businesses always have a leader who is dedicated to selecting the perfect people for the perfect roles. It takes time and dedication when selecting the right employees but it is always going to be worth it. Sign Up. Upcoming SlideShare. Embed Size px. Start on. Show related SlideShares at end. WordPress Shortcode.
Share Email. Top clipped slide. Download Now Download Download to read offline. Sathish Kumar P Follow. Porter's strategies generic strategies, five forces, diamond model with ref CRM 2. IT Strategy. Blue Ocean Strategy. Built to last. What to Upload to SlideShare. Related Books Free with a 30 day trial from Scribd.
Five Minds for the Future Howard Gardner. The Human Factor: Using aviation principles to boost organisational performance, reduce error and get the best from your people Graham Miller. Related Audiobooks Free with a 30 day trial from Scribd. You're About to Make a Terrible Mistake! Extreme Ownership: How U. Developing the Leader Within You 2. Principle-Centered Leadership Stephen R. Principles: Life and Work Ray Dalio.
0コメント