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. EXECUTION. THE DISCIPLINE OF GETTING THINGS DONE. The Gap Nobody Knows. According to authors, Larry Bossidy and Ram Charan, there is a big gap . Execution identifies how companies can succeed through strategies, by Lawrence Bossidy and Ram Charan [BOOK SUMMARY & PDF].
|Language:||English, Spanish, French|
|Distribution:||Free* [*Registration needed]|
Honeywell CEO Larry Bossidy and management advisor Ram Charan contend that about execution as a discipline or a cornerstone of a business' culture —. BY LARRY BOSSIDY, RAM CHARAN PDF. Locate the trick to improve the lifestyle by reading this Execution: The Discipline Of Getting Things Done. By Larry. Larry Bossidy and Ram Charan. Why is Execution Necessary? • It is a discipline that is required for business success. • It is the major job of business leaders.
How do you make download into an idea. You start Instead, dig for their rea- those core processes rest on. Create a follow-through change, and getting the right mechanism that ensures people in the right jobs. The third leadership behav- that everyone will do ior is to set clear goals and what he or she is sup- First, well talk about lead- priorities. Leaders who exe- posed to in order to ership. Virtually all effective, cute focus on a very few clear execute an idea.
It enables you to participate. Its deal with your own short- how you will get results comings, be firm with people 3. As the CEO, make it today and leave a legacy that who arent performing, and clear that you are not you can take pride in when to handle the ambiguity going to forget about the you move on. The most effective leader is often not the most way to coach is to observe a brilliant person in the com- The fifth leadership behavior person in action and then pro- pany, or the one who knows is to reward the doers.
If vide specific useful feedback. Many performance that are good or dence to be a leader who corporations do such a poor that need to be changed. They dont ship behavior is to know distinguish between those yourself. In exe- stock options. The second building block of To know yourself, you must execution is to create the When companies dont develop emotional fortitude: framework for cultural execute, the chances are an awareness of your person- change. A to build on the strengths and not linked to improving the good leader ensures that the correct the weaknesses.
To organization makes these change a company's culture, distinctions and that they Without emotional fortitude, you need a set of social oper- become a way of life.
If you you cant be honest with ating mechanisms that will want your company to have a yourself, deal honestly with change the beliefs and culture of execution, make it business realities, or give peo- behaviors of people in ways clear to everybody that ple forthright assessments. You dont need a lot of The sixth leadership behavior It takes emotional fortitude complex theory or employee is to expand peoples capabili- to be open to whatever infor- surveys to use this frame- ties through coaching.
As a mation you need, whether its work. Instead, you need to leader, youve acquired a lot what you would like to hear change peoples behavior so of knowledge and experience or not. Emotional fortitude that they produce results. One of the gives you the courage to First, you tell people clearly most important parts of your accept points of view that are what results youre seeking.
Theyre the results. Two elements make tions or armed with a private If people come up short, you them social operating mecha- agenda. They want to hear provide more coaching, with- nisms, and not just meetings: new information and choose draw rewards, give them the best alternatives, so they other jobs, or let them go.
First theyre integrative, listen to all sides of the When you do these things, cutting across the firm's debate and make their own you create a culture of getting traditional boundaries. They create new informa- tion flows and working Finally, robust dialogue ends There are four keys to creat- relationships.
They let with closure. At the end of ing the type of behavior that people who normally the meeting, people agree supports an execution-driven dont have much contact about what each person has culture. Lets look at each of with one another to do and when. Theyve com- these keys. This is a vital tool for chang- How do you get people to ing behavior.
A businesss Second, social operating practice robust dialogue when culture defines what gets mechanisms are where theyre used to the games and appreciated and rewarded. It starts at the top, and in the interest of trying practiced consistently with the dialogues of the to make their own careers and relentlessly. They leader.
If he or she is practic- more successful, thats where spread the leaders ing robust dialogue, others they will concentrate. If a beliefs, behaviors, and will take the cue. Other leaders learn to creating the type of to bring these beliefs and behavior that supports an The second key is to develop behaviors to their own execution-driven culture is to the social software of execu- lower-level meetings, and understand that leaders get tion.
Like a computer, a to use them in giving the behavior they exhibit and corporation has both hard- coaching and feedback. The hardware of the organization The third key to creating an To build the culture, the includes such things as execution-driven culture is to leader has to create and rein- strategy and structure. The recognize the importance of force the social software with social software includes the robust dialogue.
Robust the desired behaviors and values, beliefs, and norms of dialogue makes an organiza- robust dialogue. He has to behavior. Just as computer tion effective in gathering drill them relentlessly in the hardware is useless without information, understanding social operating mechanisms. And as an operating mechanism beliefs and behaviors.
These are Robust dialogue starts when top leaders. The leader's scenarios reflect one absolute- high water. Too often the lat- own behavior reinforces the ly fundamental shortcoming: ter are given short shrift.
Once he builds the instead of the talker. The book that shows how to get the job done and deliver results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not.
Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition.
Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability.
This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. 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.