1. Strategy Execution
The Discipline of Getting
Things Done
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4. Execution is a discipline, and
integral part to strategy
No worthwhile strategy can be planned
without taking it into account the
organization’s ability to execute it
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5. Execution is the major job of the
business leader
Execution requires a comprehensive understanding
of a business, its people and its environment – and
the leader is only person in a position to achieve that
understanding
Only the leader can make execution happen, through
his/her deep personal involvement in the substance
and even the details of execution
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6. Execution must be a core element
of an organization’s culture
Execution has to be embedded in the reward systems
and in the norms of behavior that everyone practices.
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7. Three
Building Blocks of
Execution
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8. Building Block One: The Leader’s Seven
Essential Behaviors
Building Block Two: Creating Execution
Culture
Building Block Three: The Job No
Leader Should Delegate – Having the
Right People in the Right Place
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9. Building Block One:
The Leader’s Seven
Essential Behaviors
1. Know Your People and Business.
Leaders have to live their business. In companies
that don’t execute, the leaders are usually out of
touch with the day-to-day realities
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10. Building Block One:
The Leader’s Seven
Essential Behaviors
2. Insist on Realism
• Realism is the heart of execution, but many
organizations are full of people who are trying to avoid
or shade reality
• Start by being realistic yourself. Then make sure
realism is the goal of all dialogues in the organization
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Building Block One:
The Leader’s Seven
Essential Behaviors
3. Set Clear Goals and Priorities
• Leaders who execute focus on a very few clear
priorities that everyone can grasp
• Focusing on three of four priorities will produce the
best results for the resources at hand
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12. Building Block One:
The Leader’s Seven
Essential Behaviors
4. 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
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13. Building Block One:
The Leader’s Seven
Essential Behaviors
5. Reward the Doers
• If you want people to produce specific results, you
reward them accordingly.
• This fact seem so obvious, yet many corporation do
such a poor job of linking rewards to performance
that there’s little correlation at all
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Building Block One:
The Leader’s Seven
Essential Behaviors
6. Expand People’s Capabilities via Coaching
• As a leader, you’ve acquired a lot of knowledge and
experience – even wisdom – along the way. Your job is
passing it on the next generation of leaders.
• This is how you expand the capabilities of everyone else
in your organization, collectively and individually.
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Building Block One:
The Leader’s Seven
Essential Behaviors
7. Know Yourself
Without emotional fortitude, you can’t be honest
with yourself, deal honestly with business and
organizational realities, or give people forthright
assessments.
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16. Building Block Two:
Creating Execution
Culture
The basic premise
is simple:
Culture change
gets real when your
aim is execution.
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17. Building Block Two:
Creating Execution
Culture
You don’t need a lot of
complex theory or
employee surveys to
use this approach.
You just need to
change people’s
behavior so that they
produce results. 17
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18. Building Block Two:
Creating Execution
Culture
First, you tell people clearly
what results you’re looking for.
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19. Building Block Two:
Creating Execution
Culture
Then discuss how to get those
results, as a key element of the
coaching process.
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20. Building Block Two:
Creating Execution
Culture
Then you reward people for producing the
results. If they come up short, you provide
additional coaching, withdraw rewards, give
other jobs, or let them go.
When you do these things consistently,
you create a culture of getting things
done!
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21. Building Block Three:
The Job No Leader
Should Delegate –
Having the Right
People in the Right
Place
Why the Right
People Aren’t in
the Right Jobs?
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22. • The leaders may not know enough
about the people they’re
appointing
• The leaders may pick people with
whom they’re comfortable
(psychological comfort), rather
than others who have better skills
for the job
• The leaders may not have the
courage to discriminate strong and
weak performers and take the
necessary actions.
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23. The leaders aren’t
personally committed to
the people process and
deeply engaged in it !!
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24. The execution-
oriented leader
devoted an
inordinate amount of
time and emotional
energy to hiring,
providing the right
experiences for, and
developing leaders.
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26. Core Process of Execution
Strategy Process
People Process
Operational Process
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27. Strategy
Process
Defines where
a business
wants to go
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28. A strong strategic plan must address the following
questions:
• What is the assessment of the external environment?
• How well do you understand the existing customers
and markets?
• What are the critical issues facing the business?
• What is the best way to grow business profitably?
• Can the business execute the strategy?
• What are the important milestones for executing the
plan?
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29. Strategy Execution Review
Questions
• How strong is the organizational
capability to execute the strategy?
• Is the plan scattered or sharply
focused?
• Are the linkages with people and
operations clear?
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30. People
Process
Defines who’s
going to get it
there
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31. A robust people process
provides a powerful framework
for determining the
organization’s talent needs over
time, and for planning action
that will meet those needs.
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32. Robust People Process based on the
following building blocks:
• Linking to strategic plan and business
results
• Developing the leadership pipeline though
continuous improvement, succession depth,
and reducing retention risk
• Deciding what to do about non-performers
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33. Operation
Process
provides the
path for those
people.
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34. A robust operation process
focuses on an operating
plan that links strategy and
people to results.
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35. Operating plan includes the
programs your business is
going to complete within one
year to reach the desired levels
of such objectives as earnings,
sales, margins, and cash flow.
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36. Source of Reference:
Larry Bossidy and Ram Charan, Execution : The
Discipline of Getting Things Done, Crown Business
Publication
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