Why can some companies get things done day-to-day and deliver consistent results? Based on an extensive research from more than 400 companies, this book outlines five baseline factors critical for effective execution and five factors that differentiate companies that are most effective at executing plans and initiatives. It also explores the seven specific things leaders at all levels can do to close the execution gap in their company or team and help people get things done day-to-day. This is an essential guide for consistently executing effective plans and initiatives.
Why can some companies get things done day-to-day and deliver consistent results? Based on an extensive research from more than 400 companies, this book outlines five baseline factors critical for effective execution and five factors that differentiate companies that are most effective at executing plans and initiatives. It also explores the seven specific things leaders at all levels can do to close the execution gap in their company or team and help people get things done day-to-day. This is an essential guide for consistently executing effective plans and initiatives.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
THE AUTHOR Richard Lepsinger is president of OnPoint Consulting and has a twenty-five year track record of success as an organizational consultant and executive. He is the coauthor of three books on leadership including Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices, The Art and Science of 360o Feedback, and The Art and Science of Competency Models, all published by Jossey-Bass/Pfeiffer. Find out more about OnPoint Consulting at www.onpointconsultingllc.com
Inhaltsangabe
List of Figures, Tables, and Exhibits ix Acknowledgments xiii About the Author xv Introduction xvii Chapter One: Vision Without Execution is Hallucination 1 Yes, There is an Execution Gap-But That's Only the Tip of the Iceberg! 3 ''Conventional Wisdom'': Maybe Not So Wise! 5 The Five Bridges: Gap-Closers That Make the Difference 8 The Bottom Line 22 Chapter Two: Bridge Builder 1: Translate Strategy into Action 25 First Things First: A Brief Look at Strategic Planning 26 Vision and Standards of Excellence 34 Aligning Projects and Programs with Strategy 38 Action Planning: An Execution Essential 43 The Bottom Line 48 Chapter Three: Bridge Builder 2: Expect Top Performance 51 The Pygmalion Effect: Proof That Expectations Drive Performance 51 Breaking the Cycle 56 The Bottom Line 71 Chapter Four: Bridge Builder 3: Hold People Accountable 73 What is Accountability Anyway? 75 Why We Should Hold People Accountable-and Why We Don't 78 Assessing Accountability: The Four Levels 82 Why We Make Excuses 86 Accountability Boosters: Managing Accountability in Others 91 The Bottom Line 97 Chapter Five: Bridge Builder 4: Involve the Right People in Making the Right Decisions 99 Beyond the Buzzword: What ''Empowerment'' Really Means 100 Brain Basics: How Cognitive Systems Impact Judgment and Decision Making 104 So How Can We Make Better Decisions? 111 The Bottom Line 130 Chapter Six: Bridge Builder 5: Facilitate Change Readiness 133 What Top-Performing Companies Do 134 Kicking Old Habits: What Addicts Can Teach Us About Change 141 The Five Levels of Change Readiness 142 Moving on Up: Facilitating Change with Level-Appropriate Strategies 145 Holding Up the Mirror: Understanding the Impact of Leader Behavior 154 The Importance of Change Talk 156 The Bottom Line 165 Chapter Seven: Bridge Builder 6: Increase Coordination and Cooperation 167 Cooperating Versus Competing: The Human Struggle 167 Encouraging and Sustaining Cooperation 172 Disagreement Happens: How to Gain Support and Resolve Conflict 180 The Bottom Line 203 Conclusion: Five Lessons for Leaders 205 Lesson 1: Integrate the Leader and Manager Roles 205 Lesson 2: Clarify Assumptions and Priorities 206 Lesson 3: Make Sure the Right Systems Are in Place 206 Lesson 4: Coordinate and Monitor High-Impact Actions 207 Lesson 5: Get Change Management Right 207 The Bottom Line 208 Appendix: Criteria for Identifying Top-Performing and Less-Successful Companies 211 Notes 213 Index 219
List of Figures, Tables, and Exhibits ix Acknowledgments xiii About the Author xv Introduction xvii Chapter One: Vision Without Execution is Hallucination 1 Yes, There is an Execution Gap-But That's Only the Tip of the Iceberg! 3 ''Conventional Wisdom'': Maybe Not So Wise! 5 The Five Bridges: Gap-Closers That Make the Difference 8 The Bottom Line 22 Chapter Two: Bridge Builder 1: Translate Strategy into Action 25 First Things First: A Brief Look at Strategic Planning 26 Vision and Standards of Excellence 34 Aligning Projects and Programs with Strategy 38 Action Planning: An Execution Essential 43 The Bottom Line 48 Chapter Three: Bridge Builder 2: Expect Top Performance 51 The Pygmalion Effect: Proof That Expectations Drive Performance 51 Breaking the Cycle 56 The Bottom Line 71 Chapter Four: Bridge Builder 3: Hold People Accountable 73 What is Accountability Anyway? 75 Why We Should Hold People Accountable-and Why We Don't 78 Assessing Accountability: The Four Levels 82 Why We Make Excuses 86 Accountability Boosters: Managing Accountability in Others 91 The Bottom Line 97 Chapter Five: Bridge Builder 4: Involve the Right People in Making the Right Decisions 99 Beyond the Buzzword: What ''Empowerment'' Really Means 100 Brain Basics: How Cognitive Systems Impact Judgment and Decision Making 104 So How Can We Make Better Decisions? 111 The Bottom Line 130 Chapter Six: Bridge Builder 5: Facilitate Change Readiness 133 What Top-Performing Companies Do 134 Kicking Old Habits: What Addicts Can Teach Us About Change 141 The Five Levels of Change Readiness 142 Moving on Up: Facilitating Change with Level-Appropriate Strategies 145 Holding Up the Mirror: Understanding the Impact of Leader Behavior 154 The Importance of Change Talk 156 The Bottom Line 165 Chapter Seven: Bridge Builder 6: Increase Coordination and Cooperation 167 Cooperating Versus Competing: The Human Struggle 167 Encouraging and Sustaining Cooperation 172 Disagreement Happens: How to Gain Support and Resolve Conflict 180 The Bottom Line 203 Conclusion: Five Lessons for Leaders 205 Lesson 1: Integrate the Leader and Manager Roles 205 Lesson 2: Clarify Assumptions and Priorities 206 Lesson 3: Make Sure the Right Systems Are in Place 206 Lesson 4: Coordinate and Monitor High-Impact Actions 207 Lesson 5: Get Change Management Right 207 The Bottom Line 208 Appendix: Criteria for Identifying Top-Performing and Less-Successful Companies 211 Notes 213 Index 219
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'...speaks to people at any level of the hierarchy, offering simple, practical tips for translating strategy into real performance.' (Business Digest, September 2010)
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