Execution: The Discipline of Getting Things Done by Larry Bossidy. Ram Charan is a legendary advisor to senior executives and boards of directors, a man. made available at no charge to the user. Execution: The Discipline of Getting Things Done. By. Larry Bossidy & Ram Charan. Introduction. Too many leaders fool. Editorial Reviews. greentinphalihang.tk Review. Disciplines like strategy, leadership development, and $ eBook features: .. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its.
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Larry Bossidy is one of the world's most acclaimed CEOs, with a track record for delivering results that has few peers. Ram Charan is a legendary advisor to. This ebook offers a summary of the book "EXECUTION – THE DISCIPLINE OF GETTING THINGS DONE" by Bossidy and greentinphalihang.tkion – or more frequently. The book that shows how to get the job done and deliver results whether you' re running an entire company or in your first management job.
Business leaders 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 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.
Realism is the second behaviour that a leader needs. Rather than avoiding the truth a great leader needs to embrace the truth. And if this means identifying and acknowledging weaknesses then be as real as possible. Leaders need to be setting goals and priorities. Being someone that always follows through is important for a leader, it means that people will believe what you say and take you seriously.
Never be someone who has a lot to say but never puts anything into action. The fifth behaviour a leader must have is the ability to reward people. In doing so you encourage your team to work hard and achieve results.
Consider bonuses, pay rises or stocks. Pass on knowledge, always be expanding other peoples capabilities. Leaders need to be strong characters who know themselves well. Accepting and acknowledging your own weaknesses and working to improve these is a great trait for a leader.
Building block two: cultural change 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. These will change the beliefs and behaviour of people in ways that are directly linked to bottom-line results.
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. Actions 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. Development Further to selecting the right people, Bossidy emphasises the importance of developing people within your company.
Whether it be providing experiences, learning opportunities, feedback, coaching education or training. It is critical that everyone is always learning and developing. This encourages them to stay motivated, stay on track and better themselves and their work.
Then you need to find out about their past and present accomplishments, how they think, and what drives their ambitions. The people process, the strategy process, and the operation process. All are equally important. The people process This process is all about connecting the people to the strategy and operations.
People are at the core of any business, they are the ones that make decisions and create strategies. A framework will be provided to identify and develop leadership. Establishing this link will encourage people to remain focused and motivated and will keep everyone accountable. By identifying milestones both medium and long-term you will have a system by which you can assess your staff.
By assessing how quickly and effectively they meet their milestones you will be in a better position to understand who is better equipped to take on more responsibility. In some cases, people who have been promoted will be underperforming in their new role and need to be shifted back or eliminated altogether.
Bossidy explains that when the right people are in the right jobs it will become evidently clear. The way everyone works together seamlessly and delivers the desired results will be a clear identifier. The people process begins with one-on-one assessments, but when developed and practiced as a total process, it becomes incredibly effective as an execution tool.
He explains that strategies all have a common, ground-level goal: to win over the customers and establish a competitive advantage.
And this needs to be done within current financial restraints. Bossidy believes that a strategic plan needs to be essentially an action plan.
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This plan needs to be clear and easily understood. Business leaders need to be able to understand what needs to be done in order to reach their goals. In order to establish an effective action plan, you first need to define and understand the critical issue. All good strategies have a critical issue that is the driving force behind it. Bossidy explains that once the plan has been established, you should develop it further by asking the following questions: How good are the assumptions upon which the plan hinges?
What are the pluses and minuses of the alternatives? Do you have the organizational capability to execute the plan? What do you need to do in the near and medium terms to make the plan work in the long run? Can you adapt the plan to rapid changes in the business environment? Without understanding how the strategy will be implemented you will face almost certain failure. Bossidy stresses the importance of defining six or less key concepts and actions behind any strategy.
By being able to pinpoint these key concepts leaders will be able to understand and implement the strategy better. Even though a comprehensive strategy may be a lengthy document, you should be able to define the overall essence of the strategy on a single page.
Staff people can help by collecting data and using analytical tools, but the business leaders must be in charge of developing the substance of the strategic plan. Not in India?
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About the author
Larry Bossidy is one of the world's most acclaimed CEOs, with a track record for delivering results that has few peers. Ram Charan is a legendary advisor to senior executives and boards of directors, with unparalleled insight into why some companies are successful and others not.
The result is the book people in business need today.
One with a highly practical framework for closing the gap between results promised and results delivered. They result from consistent practice of the discipline of execution: Tommy Baker. Elaine Pofeldt. The Convenience Revolution.
Shep Hyken. Tools to Change Your Organization: The Change Leadership Collection 2 Books. John P. Our Iceberg is Melting. John Kotter. Self Leadership and the One Minute Manager: Gain the mindset and skillset for getting what you need to succeed. Ken Blanchard. John C. The Startup Way. Eric Ries. Smarter Faster Better. Charles Duhigg. Amy Cuddy. My Warren Buffett Bible. Robert L. The Customer Rules.
Lee Cockerell. It's the Way You Say It. Carol Fleming. Daniel Goleman. Getting to Yes with Yourself: And Other Worthy Opponents. William Ury. A Field Guide to Lies and Statistics. Daniel Levitin. John and an afterword by Simon Sinek. Jeremey Donovan. Story Genius. Lisa Cron. Angela Duckworth. Albert Ellis PhD. Collaborative Intelligence. Dawna Markova. Adam Grant. Lead with a Story.
Paul Smith. Ben Horowitz. Tools of Titans. Timothy Ferriss. How to Perform Under Pressure. Hendrie Weisinger. The First 20 Hours. Josh Kaufman. Value Proposition Design. Alexander Osterwalder.
Harvard Business Review. Great by Choice. Jim Collins. Jamie Smart. The Art of Thinking Clearly: Better Thinking, Better Decisions. Rolf Dobelli. Never Split the Difference. Chris Voss. Show Your Work! Austin Kleon.
James Mangraviti. Power Questions. Andrew Sobel. Chip Heath. The Everything Store: Jeff Bezos and the Age of site. Brad Stone. Ownership Thinking: Brad Hams. Skin in the Game. Nassim Nicholas Taleb. The Effective Executive. Peter F. Laser-Sharp Focus. Joanna Jast.
Execution - Larry Bossidy and Ram Charan
A Sense of Urgency. Thinking in New Boxes. Alan Iny. The difference and why it matters. Richard Rumelt Rumelt. Crucial Accountability: Kerry Patterson. Business Model Generation.Conversational Intelligence. Bossidy encourages everyone to have follow-up measures in place to ensure that everyone is staying on track and working on the right steps and the right time. They result from consistent practice of the discipline of execution: Books by BusinessNews Publishing.
Tools to Change Your Organization: Keep accountability going throughout the process.
Focus in the Age of Distraction: Just a moment while we sign you in to your Goodreads account. You begin by setting targets.
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