{"product_id":"closing-the-execution-gap-how-great-leaders-and-their-companies-get-results-hardback-9780470531303","title":"Closing the Execution Gap; How Great Leaders and Their Companies Get Results (Hardback) 9780470531303","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eClosing the Execution Gap\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eHow Great Leaders and Their Companies Get Results\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eRichard Lepsinger (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780470531303, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 13 July 2010\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e256 pages\u003cbr\u003e23.6 x 16.1 x 2 cm, 0.499 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cem\u003e\u003cfont size=\"3\"\u003e\u003cp\u003e\"... speaks to people at any level of the hierarchy, offering simple, practical tips for translating strategy into real performance.\" (\u003cem\u003eBusiness Digest,\u003c\/em\u003e September 2010)\u003c\/p\u003e\u003c\/font\u003e\u003c\/em\u003e\u003c\/p\u003e\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cp\u003e\u003cb\u003eCLOSING THE EXECUTION GAP\u003c\/b\u003e \u003c\/p\u003e\n\u003cp\u003eOnce upon a time strategy was king. Leaders immersed themselves in the matter of planning how best to achieve their company's goals. The subject dominated the attention of senior executives and the writings of consultants and management gurus. Experts of various stripes weighed in on how to put strategic planning processes in place and transform employees at all levels into strategic thinkers. \u003c\/p\u003e\n\u003cp\u003eNaturally, leaders assumed all this strategizing would pay off. And yet, for too many organizations the promised results never came to pass. \u003c\/p\u003e\n\u003cp\u003eQuite simply, they couldn't \u003ci\u003eexecute\u003c\/i\u003e. \u003c\/p\u003e\n\u003cp\u003eNow, the business world has shifted its focus to the consistent delivery of results. If an organization can't execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry. \u003c\/p\u003e\n\u003cp\u003eAs it turns out, the \"conventional wisdom\" about what it takes to implement strategy and deliver results isn't all that wise. So what really differentiates the companies that are able to get things done day-to-day and deliver consistent results? The answer is found in the pages of Richard Lepsinger's ground-breaking book, \u003ci\u003eClosing the Execution Gap.\u003c\/i\u003e \u003c\/p\u003e\n\u003cp\u003eBased on extensive research and years of practical experience, the book outlines five prerequisites for effective execution and five \"Bridges\" that differentiate companies that do it best. It also describes six \"Bridge Builders\" leaders at all levels can use to close the execution gap in their company or team and help people get things done. Specifically, it addresses: \u003c\/p\u003e\n\u003cul\u003e \u003cli\u003e\u003cb\u003eWhat really gets in the way of getting things done—for individuals, teams and entire companies\u003c\/b\u003e\u003c\/li\u003e \u003cli\u003e\u003cb\u003eWhat leaders can do to enhance their organization's ability to close the execution gap and achieve solid business results\u003c\/b\u003e\u003c\/li\u003e \u003cli\u003e\u003cb\u003eWhat it takes to consistently execute plans and initiatives at a day-to-day operational level\u003c\/b\u003e\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eThe book features many case studies of companies that have a track record of effective execution (Hewlett-Packard, Costco, Procter \u0026amp; Gamble) and those who have struggled with closing the gap between creating a vision and delivering results (Dell, American Airlines, GM). \u003c\/p\u003e\n\u003cp\u003eAs the business world becomes more competitive and less forgiving, execution matters more than ever. This is a book for the times we live in—and one that for many companies could mean the difference between success and failure.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eList of Figures, Tables, and Exhibits ix\u003c\/p\u003e \u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003eAbout the Author xv\u003c\/p\u003e \u003cp\u003eIntroduction xvii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter One: Vision Without Execution is Hallucination 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eYes, There is an Execution Gap—But That’s Only the Tip of the Iceberg! 3\u003c\/p\u003e \u003cp\u003e‘‘Conventional Wisdom’’: Maybe Not So Wise! 5\u003c\/p\u003e \u003cp\u003eThe Five Bridges: Gap-Closers That Make the Difference 8\u003c\/p\u003e \u003cp\u003eThe Bottom Line 22\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Two: Bridge Builder 1: Translate Strategy into Action 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFirst Things First: A Brief Look at Strategic Planning 26\u003c\/p\u003e \u003cp\u003eVision and Standards of Excellence 34\u003c\/p\u003e \u003cp\u003eAligning Projects and Programs with Strategy 38\u003c\/p\u003e \u003cp\u003eAction Planning: An Execution Essential 43\u003c\/p\u003e \u003cp\u003eThe Bottom Line 48\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Three: Bridge Builder 2: Expect Top Performance 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Pygmalion Effect: Proof That Expectations Drive Performance 51\u003c\/p\u003e \u003cp\u003eBreaking the Cycle 56\u003c\/p\u003e \u003cp\u003eThe Bottom Line 71\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Four: Bridge Builder 3: Hold People Accountable 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat \u003ci\u003eis \u003c\/i\u003eAccountability Anyway? 75\u003c\/p\u003e \u003cp\u003eWhy We \u003ci\u003eShould \u003c\/i\u003eHold People Accountable—and Why We \u003ci\u003eDon’t \u003c\/i\u003e78\u003c\/p\u003e \u003cp\u003eAssessing Accountability: The Four Levels 82\u003c\/p\u003e \u003cp\u003eWhy We Make Excuses 86\u003c\/p\u003e \u003cp\u003eAccountability Boosters: Managing Accountability in Others 91\u003c\/p\u003e \u003cp\u003eThe Bottom Line 97\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Five: Bridge Builder 4: Involve the Right People in Making the Right Decisions 99\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBeyond the Buzzword: What ‘‘Empowerment’’ \u003ci\u003eReally \u003c\/i\u003eMeans 100\u003c\/p\u003e \u003cp\u003eBrain Basics: How Cognitive Systems Impact Judgment and Decision Making 104\u003c\/p\u003e \u003cp\u003eSo How \u003ci\u003eCan \u003c\/i\u003eWe Make Better Decisions? 111\u003c\/p\u003e \u003cp\u003eThe Bottom Line 130\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Six: Bridge Builder 5: Facilitate Change Readiness 133\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat Top-Performing Companies Do 134\u003c\/p\u003e \u003cp\u003eKicking Old Habits: What Addicts Can Teach Us About Change 141\u003c\/p\u003e \u003cp\u003eThe Five Levels of Change Readiness 142\u003c\/p\u003e \u003cp\u003eMoving on Up: Facilitating Change with Level-Appropriate Strategies 145\u003c\/p\u003e \u003cp\u003eHolding Up the Mirror: Understanding the Impact of Leader Behavior 154\u003c\/p\u003e \u003cp\u003eThe Importance of Change Talk 156\u003c\/p\u003e \u003cp\u003eThe Bottom Line 165\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter Seven: Bridge Builder 6: Increase Coordination and Cooperation 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCooperating Versus Competing: The Human Struggle 167\u003c\/p\u003e \u003cp\u003eEncouraging and Sustaining Cooperation 172\u003c\/p\u003e \u003cp\u003eDisagreement Happens: How to Gain Support and Resolve Conflict 180\u003c\/p\u003e \u003cp\u003eThe Bottom Line 203\u003c\/p\u003e \u003cp\u003e\u003cb\u003eConclusion: Five Lessons for Leaders 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLesson 1: Integrate the Leader and Manager Roles 205\u003c\/p\u003e \u003cp\u003eLesson 2: Clarify Assumptions and Priorities 206\u003c\/p\u003e \u003cp\u003eLesson 3: Make Sure the Right Systems Are in Place 206\u003c\/p\u003e \u003cp\u003eLesson 4: Coordinate and Monitor High-Impact Actions 207\u003c\/p\u003e \u003cp\u003eLesson 5: Get Change Management Right 207\u003c\/p\u003e \u003cp\u003eThe Bottom Line 208\u003c\/p\u003e \u003cp\u003eAppendix: Criteria for Identifying Top-Performing and Less-Successful Companies 211\u003c\/p\u003e \u003cp\u003eNotes 213\u003c\/p\u003e \u003cp\u003eIndex 219\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; management [\u003ca title=\"See our other books on Business \u0026amp; management\" href=\"https:\/\/freshlyprintedbooks.co.uk\/search?q=%22Business%20\u0026amp;%20management%20%5BKJ%5D%22\"\u003eKJ\u003c\/a\u003e]\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\u003c\/font\u003e","brand":"Pfeiffer","offers":[{"title":"Brand New","offer_id":52472073519384,"sku":"9780470531303","price":36.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0730\/2037\/5320\/files\/9780470531303.jpg?v=1785715887","url":"https:\/\/freshlyprintedbooks.co.uk\/products\/closing-the-execution-gap-how-great-leaders-and-their-companies-get-results-hardback-9780470531303","provider":"Freshly Printed Books","version":"1.0","type":"link"}