Closing the Execution Gap How Great Leaders and Their Companies Get Results

ISBN-10: 0470531304
ISBN-13: 9780470531303
Edition: 2010
List price: $38.99
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Description: 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  More...

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Book details

List price: $38.99
Copyright year: 2010
Publisher: John Wiley & Sons, Limited
Publication date: 7/13/2010
Binding: Hardcover
Pages: 256
Size: 6.50" wide x 9.50" long x 1.00" tall
Weight: 1.320
Language: English

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.

ANNTOINNETTE D. LUCIA and RICHARD LEPSINGER are managing partners of Manus, a Right Management Consultants company that specializes in helping organizations implement business strategies. Their consulting work has included facilitating organizational change; team building for senior management teams; linking human resource plans to strategic plans; ensuring the integration of teams following mergers; designing, conducting, and evaluating executive and management development programs; developing competency models; and using feedback systems to help individual executives improve their effectiveness. They have worked with managers and management teams at Coca-Cola, Allied Signal, Northwestern Mutual Life, Chase Manhattan Bank, KPMG Peat Marwick, MCI, the New York Stock Exchange, Prudential, PaineWebber, Subaru of America, Bayer Pharmaceuticals, Pfizer, and Union Carbide, among others. Lucia and Lepsinger are co-authors of the best-selling book The Art and Science of 360? Feedback, published by Jossey-Bass/Pfeiffer.

List of Figures, Tables, and Exhibits
Acknowledgments
About the Author
Introduction
Vision Without Execution Is Hallucination
Yes, There Is an Execution Gap-But That's Only the Tip of the Iceberg!
�Conventional Wisdom�: Maybe Not So Wise!
The Five Bridges: Gap-Closers That Make the Difference
The Bottom Line
Bridge Builder 1: Translate Strategy into Action
First Things First: A Brief Look at Strategic Planning
Vision and Standards of Excellence
Aligning Projects and Programs with Strategy
Action Planning: An Execution Essential
The Bottom Line
Bridge Builder 2: Expect Top Performance
The Pygmalion Effect: Proof That Expectations Drive Performance
Breaking the Cycle
The Bottom Line
Bridge Builder 3: Hold People Accountable
What Is Accountability Anyway?
Why We Should Hold People Accountable-and Why We Don't
Assessing Accountability: The Four Levels
Why We Make Excuses
Accountability Boosters: Managing Accountability in Others
The Bottom Line
Bridge Builder 4: Involve the Right: People in Making the Right Decisions
Beyond the Buzzword: What �Empowerment� Really Means
Brain Basics: How Cognitive Systems Impact Judgment and Decision Making
So How Can We Make Better Decisions?
The Bottom Line
Bridge Builder 5: Facilitate Change Readiness
What Top-Performing Companies Do
Kicking Old Habits: What Addicts Can Teach Us About Change
The Five Levels of Change Readiness
Moving on Up: Facilitating Change with Level-Appropriate Strategies
Holding Up the Mirror: Understanding the Impact of Leader Behavior
The Importance of Change Talk
The Bottom Line
Bridge Builder 6: Increase Coordination and Cooperation
Cooperating Versus Competing: The Human Struggle
Encouraging and Sustaining Cooperation
Disagreement Happens: How to Gain Support and Resolve Conflict
The Bottom Line
Conclusion: Five Lessons for Leaders
Integrate the Leader and Manager Roles
Clarify Assumptions and Priorities
Make Sure the Right Systems Are in Place
Coordinate and Monitor High-Impact Actions
Get Change Management Right
The Bottom Line
Appendix: Criteria for Identifying Top-Performing and Less-Successful Companies
Notes
Index

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