This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
Book Summary of Execution : The Discipline of Getting Things DoneChandra Kopparapu
The book titled Execution: The Discipline of Getting Things Done by Lawrence Bossidy and Ram Charan is an examination of what it takes for companies to succeed through strategies, processes, leadership and ultimately, execution. It is this which sets successful companies apart from those that fail. It was reported that nearly 25% of the fortune 500 CEO’s failed to execute the Business Strategy.
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
John Maxwell’s “The 21 Irrefutable Laws of Leadership” is a book that I have found quite helpful in measuring my own personal growth in leadership abilities, as well as in finding the areas where I struggle or need to grow. The premise of this book is not to say there are only 21 principles concerning leadership. That idea is clearly false, proven by the number of leadership books, articles, blogs, and podcasts available today. Rather, accord to Maxwell, there are 21 “laws” to leadership that are universally true no matter where one may lead in any culture or area of society. (Note: Sociologists generally agree that there are 7 “areas of society” which are business, government, media, arts and entertainment, education, the family, and entertainment.)
Since each chapter of this book discusses one of the leadership laws, it will be most beneficial for this book review, to walk through theses laws one at a time.
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Bad leaders are so destructive of an organization and are unfortunately rather common. Here are a few common traits that I've observed in bad leaders. This list has resonated with many friends and former colleagues and I hope it helps others to recognize and perhaps "out" some bad leaders.
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
As a leader you have a tendency to repeat behavior that becomes both automatic and unconscious over time. That’s why most leaders are used to making decisions in the amount of time needed by others to understand the question. They’re on another level. This stumps beginners whom are looking to become leaders. The most common question becomes: How do leaders make great decisions even when they find themselves under pressure?
The answer is that all their decisions are made based on accumulated experiences from past situations which have helped them grow in their field.It’s no surprise that great decisions are instinctual. In time, great leaders get used to being under pressure. This become a normal feeling for them and they know how to control it.
On the other hand, regular people get stressed when they’re under pressure. They begin making deficient decisions because their brain goes into panic mode.
Not everybody is born to become a leader, and those who manage to achieve success definitely deserve to be rewarded with high salaries. If you want to become a better leader, you should start by taking a look on the following activities that should be done automatically, every day.
Presentation given to the Carnegie Mellon University Consulting Club. Covers how to define your leadership styl;e and build a personal brand to suit ...based on discovering what your Passion is by finding your Why
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Nonprofit Succession Planning: Leading By Sharing PowerBloomerang
https://bloomerang.co/resources/webinars/
Andy Robinson will help you understand the value of succession planning to nonprofits (and the risks of poor or non-existent transition plans).
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
John Maxwell’s “The 21 Irrefutable Laws of Leadership” is a book that I have found quite helpful in measuring my own personal growth in leadership abilities, as well as in finding the areas where I struggle or need to grow. The premise of this book is not to say there are only 21 principles concerning leadership. That idea is clearly false, proven by the number of leadership books, articles, blogs, and podcasts available today. Rather, accord to Maxwell, there are 21 “laws” to leadership that are universally true no matter where one may lead in any culture or area of society. (Note: Sociologists generally agree that there are 7 “areas of society” which are business, government, media, arts and entertainment, education, the family, and entertainment.)
Since each chapter of this book discusses one of the leadership laws, it will be most beneficial for this book review, to walk through theses laws one at a time.
A snapshot of your preferences
A Zip Code, not your home address
Tool to help understand your strengths and limitations
Tool to help build relationships
Bad leaders are so destructive of an organization and are unfortunately rather common. Here are a few common traits that I've observed in bad leaders. This list has resonated with many friends and former colleagues and I hope it helps others to recognize and perhaps "out" some bad leaders.
A presentation given on how to move your company/department from good to great. Borrows heavily from the theory of Jim Collins.
If you're looking for great tools to implement Good to Great in your organisation take a look at - http://fiverr.com/expatpat/show-you-great-tools-to-run-your-startup-or-sme
As a leader you have a tendency to repeat behavior that becomes both automatic and unconscious over time. That’s why most leaders are used to making decisions in the amount of time needed by others to understand the question. They’re on another level. This stumps beginners whom are looking to become leaders. The most common question becomes: How do leaders make great decisions even when they find themselves under pressure?
The answer is that all their decisions are made based on accumulated experiences from past situations which have helped them grow in their field.It’s no surprise that great decisions are instinctual. In time, great leaders get used to being under pressure. This become a normal feeling for them and they know how to control it.
On the other hand, regular people get stressed when they’re under pressure. They begin making deficient decisions because their brain goes into panic mode.
Not everybody is born to become a leader, and those who manage to achieve success definitely deserve to be rewarded with high salaries. If you want to become a better leader, you should start by taking a look on the following activities that should be done automatically, every day.
Presentation given to the Carnegie Mellon University Consulting Club. Covers how to define your leadership styl;e and build a personal brand to suit ...based on discovering what your Passion is by finding your Why
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Making a successful transition from individual contributor to manager nov. ...michellebaker
This presentation was included in the November 2014 professional development session for Ball State University - "Making a Successful Transition from Individual Contributor to Manager"
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Nonprofit Succession Planning: Leading By Sharing PowerBloomerang
https://bloomerang.co/resources/webinars/
Andy Robinson will help you understand the value of succession planning to nonprofits (and the risks of poor or non-existent transition plans).
Master Class Consultancy Fundamentals. Attendants: Young Professionals. Topics: Block, Schein, Drucker, Bazerman, Kubr, French & Raven, Novak, Quinn, Scheepers a.o.
Topic at hand: succession as well as personal branding.
Success is about talking truth. Understanding People, and Influencing the decision making.
Leadership about understanding situation and taking decision. Leadership is understanding People.
Communication Skills- Sneak Peak from My CourseRadhia Benalia
This is a Sneak Peak from my Course. The PPT is of course accompanied with case studies, templates, hypothetical scenarios, videos, and group activities.
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
My presentation at the 5th Bursa Management Conference in December 2012. The conference is organised by the Bursa Chamber of Commerce and Industry (BTSO) and Peryon (the HR association).
Team Management is most important for success. Leadership is all about creating win win situation. The leaders creates leader . They are great because they give more than expectation. This is way to create a winning story.
This session will engage participants in ways to fully leverage the LPI® to drive behavior change in workshop participants and culture change in the organizations they lead. Beyond interpretation of the results, themes, and development plans, we’ll explore techniques to go deeper with individuals. In addition to sharing our own insights and experience, we’ll facilitate table discussions and best practice sharing on topics such as powerful questions, tapping into genuine motivation, dealing with resistance, and ways to reinforce behavior change.
Renee Harness is the founder of Harness Leadership, a Certified Master Facilitator of The Leadership Challenge®, and key developer of LPI® Coach Certificate Program. Working with leaders at every level of an organization, her goal is to engage, inspire, and involve people in making meaningful contributions to their work, their communities, and their worlds.
Amy Dunn is a member of Integris Performance Advisor’s consulting team and focuses on facilitation of The Leadership Challenge®, LPI® coaching, The Five Behaviors of a Cohesive Team®, talent management, and meeting design and facilitation. Amy’s greatest professional joy comes from optimizing talent – within individuals, teams, and organizations.
Influence stakeholders through leadership by Mr. Gaby AwadPMILebanonChapter
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Talking Points & Agenda:
“Becoming a Person of Influence” is a model for anyone who aspires to grow as a leader. Based on a book written in tandem by Dr. John C. Maxwell and Jim Dornan, the book spells out ten fundamental qualities that define influencers. The authors carefully point out that a person’s influence does not develop overnight, but rather through a progression of four stages: modeling, motivating, mentoring, and multiplying. Influence can be acquired, but it only grows in increments. The good news is that no matter where you stand on the stairway of influence, there are learnable qualities to help you climb to the next step. Key concepts discussed in the talk:
Key Leadership Laws in the context of Project & Stakeholder Management:
The Law of the Lid
The Law of Influence
The Law of Buy-in
I – Integrity with People
N – Nurturing People
F – Faith in People
L – Listening to People
U – Understanding People
E – Enlarging People
N – Navigating for People
C – Connecting with People
E – Empowering Others
R – Reproducing Others
Leading with heart requires us to look within ourselves to learn how to create a culture in our program where all staff feels valued, respected, and celebrated. Administrators will break down and assess how to set clear standards, set an example for the team, and ultimately create a culture of retention and motivation.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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Business Valuation Principles for EntrepreneursBen Wann
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
6. • What they are overlooking is that the quality of their people is
what really creates sustainable competitive advantages.
• If you look at any business that’s consistently successful you will
find that its leader focus intensely on people selection .
• Common sense tells us that “RIGHT PEOPLE SHOULD HAVE
TO BE IN THE RIGHT JOB” yet so often they aren’t .
7. • The leaders who make these errors aren’t personally committed to
the people process and deeply engaged in it. To avoid such
problems , the book tells us that , leaders need to commit at least
40% of their time and emotional energy to selecting , appraising,
and developing people.
• This immense personal commitment is time consuming and full
of emotional wear and tear in giving feedback , conducting
dialogues , and exposing your judgement to others.
• But the foundation of the great company is
“THE WAY IT DEVELOPE ITS PEOPLE.”
9. WHAT KIND OF PEOPLE ARE YOU
LOOKING FOR?
• Ceo’s and other senior executives are too often seduced by the
educational and intellectual qualities of the candidates the
interview, they evaluate how articulate and visionary the
candidate is , they don’t ask the most important question….. How
good is this person at getting things done ?
• There is very little correlation between people who talk of good
game and those who get things done come hell or high water.
• If you want to build a company which has excellent discipline of
“Execution” , you have to select the doer instead of the talker.
10. • Interviewers rarely take into persons record to see how they actually
performed ,in their previous jobs in contrast Bossidy asks questions like
these :
• How do you set priorities ?
• Did you include other people in the decisions you made ?
• Can you justifiably take the credits (say for good financial results)?
People jump shifts at the right time and their successors have to clean up
the mess .
11. • Even when interviewers check references they often fail to get the true
picture of the persons performance and skills .
• When Bossidy interviews a candidate for an executive position the first
traits that she looks for are : Energy and Enthusiasm for execution.
• Bossidy searches for those candidates that get excited by doing things as
opposed to talking about them .
• Has these candidates brought these energy in everything they have done
starting from school .
• Bossidy Doesn’t care if they went to Princeton or Pudong State , he wants to
know what they accomplished their .
12. Bossidy also considers what the candidates want to talk about :
• Does they talk about the thrill of getting things done or does they keep
wandering back to strategy and philosophy.
• Does they detailed the obstacles the they have overcome .
• Does they explain the role played by the people assigned to them.
• In the book he asks the same type of questions that he asks in the
interviews that are :-
13.
14. •Right people in the right job is just one of the 3
building blocks you need to support the
execution process . The other two blocks
include:
15. Execution Building Block: The Leaders
Seven Essential Behaviors
•Know your people and your business
•Insist on realism.
•Set clear goals and priorities.
•Follow through.
•Reward the doer.
•Expand people’s capabilities.
•Know yourself.
16. Know your People and Your Business
• “Leaders have to live their businesses. In companies that don’t execute,
the leaders are usually out of touch with the day-today realities.
They’re getting lots of information delivered to them, but it’s filtered—
presented by direct reports with their own perceptions, limitations,
and agendas, or gathered by staff people with their own perspectives.
The leaders aren’t where the action is. They aren’t engaged with the
business, so they don’t know their organizations comprehensively, and
their people don’t really know them.
• “All you’ve (the leader) got to prove is that you care for the people who
are working for you. Whatever your respective personalities are, that’s
the personal connection.
17. Insist on Realism
• “Realism is the heart of execution.
many organizations are full of people who are trying
to avoid or shade reality….
Why? They want to avoid confrontations.
• “How do you make realism a priority?
• You start by being realistic yourself.
• Then you make sure realism is the goal of all dialogues in the
organization.”
18. Set Clear Goals & Priorities
• very few clear priorities that everyone can grasp.
• focusing on three or four priorities will produce the best results
• A leader who says, ‘I’ve got ten priorities’ doesn’t know what he’s
talking about.
• “Along with having clear goals, you should strive for simplicity in
general.
• so that others can understand them, evaluate them, and act on
them.
19. Follow Through
• “Clear, simple goals don’t mean much if nobody takes them seriously.
• The failure to follow through is widespread in business, and a major cause
of poor execution. How many meetings have you attended where people
left without firm conclusions about who would do what and when?
Everybody may have agreed the ideas were good, but since nobody was
named accountable for results, it doesn’t get done. Other things come up
that seem more important or people decided it wasn’t such a good idea
after all.
20. Reward the Doers.
• “When I see companies that don’t execute, the chances are that they
don’t measure, don’t reward, and don’t promote people who know
how to get things done.”
• “You have to make it clear to everyone that rewards and respect are
based upon performance.”
21. Expand People’s Capabilities
• “Coaching is the single most important part of expanding others’
capabilities . . . it’s the difference between giving orders and teaching
people how to get things done. Good leaders regard every encounter
as an opportunity to coach.”
22. Know Yourself
• Authenticity. “A psychological term, authenticity means pretty much
what you might guess: you’re real, not a fake. Your outer person is the
same as your inner person, not a mask you put on. Who you are is the
same as what you do and say. Only authenticity builds trust,
because sooner or later people spot the fakers.”
• Self-Awareness. “Self-awareness gives you the capacity to learn from
your mistakes as well as your success. It enables you to keep growing.”
• Self-Mastery. “Self-mastery is the key to true self confidence. We’re
talking about the kind that’s authentic and positive, as opposed to
the kinds that mask weakness or insecurities—the studied demeanor
of confidence, or outright arrogance. Self confident people
contribute the most to dialogues
23. Contd..
• Humility. “The more you can contain your ego, the more realistic
you are about your problems. You learn how to listen and admit
that you don’t know all the answers. Your pride doesn’t get in the
way of gathering the information you need to achieve the best
results. . . . Humility allows you to acknowledge your mistakes.
Making mistakes is inevitable, but good leaders both admit and
learn from them and over time create a decision making process
based on experience
24. Execution Building Block Two: Creating
the Framework for Cultural Change
• Creating the Framework for Cultural Change. “Making changes in strategy or
structure by itself take a company only so far. The hardware of a computer is
useless without the right software. Similarly, in an organization the hardware
(strategy and structure) is inert without the software (beliefs and behaviors).”
• “The basic premise is simple: Cultural change gets real when your aim is
execution. You don’t need a lot of complex theory or employee surveys to use
this framework. You need to change people’s behavior so that they produced
results. First, you tell people clearly what results you’re looking for. Then you
discuss how to get those results, as a key element of the coaching process. Then
you reward people for producing the results. If they come up short, you provide
additional coaching, withdraw rewards, give them other jobs, or let them go.
When you do these things, you create a culture of getting things done.”
25. “But if you have to choose between someone with a
staggering IQ and an elite education who’s gliding along,
and someone with a lower IQ but who is absolutely
determined to succeed , you’ll always do better with the
second person.”
-Larry Bossidy, Execution: The
Discipline of getting things
done