Today, leaders lean more on their team members to help them make solid, reliable decisions on how to best execute the objectives that advance the ultimate organizational strategy. That’s why execution is the strategy. You can’t strategize your way to greatness; you execute your way there! Strategy can’t be separate from execution, as it used to be, and you have to continually adjust your strategy to fit new realities. This book shows you how to quickly drive strategic initiatives and get great results from your team. You will learn how to arm your troops more effectively and execute strategy on the front lines. If your goal is to come out with a strategy that facilitates implementing your task, product, or service in the smoothest, fastest, most cost-efficient way, join us on our journey.
"Laura Stack shows you how to quickly drive strategic initiatives and get great results from your team." - The Productivity Pro
"From an exit planning perspective, this book is an excellent resource for business owners who want to increase the value of their company for a future sale, or even preserve it’s existing value." - Exit Plan Show
If you have been charged with leading a change initiative, chances are you were chosen for the job—that is, you didn’t volunteer, but rather were tapped to lead or manage a large change project. You may have been given a short briefing and left to your own devices to succeed or
Organizations are succeeding by being open to innovation. Amazon went from being an online bookseller to a powerhouse when it started offering a wide variety of web-based services. Google and Apple have added a host of online services to their core competencies. And Toyota has enjoyed a decade-spanning, market-dominating run owing
If someone does you wrong in business or in life, should you bargain with them or ignore them and go straight to warfare or litigation? This is actually a highly strategic question and one of the most challenging issues in any negotiation. If you attempt to make a deal with the
The instrument panel in a fighter jet plane is screaming out information, the horizon is a blur, the wingman is occupied, the pilot is busy, the jet is hanging on the edge and there is a mission to be accomplished. What you might ask; does this have to do with the
The Malcolm Baldrige Award is given annually to companies that have extremely high quality. In 1990, the Wallace Company, a family-run distributor of pipes and valves in Houston won in the small business category. Unfortunately, glowing reviews about the company didn’t transfer into results. Quality alone wasn’t the recipe for success.
Leadership experts and specialists estimate that 99% of all leadership occurs not from the top but from the middle of an organization. Usually, an organization has only one person who is the leader. So, what do you do if you are not that one person? Leading in all directions will require
Break your task into easy pieces that allow you more than enough time to complete it before the deadline arrives. Hand out the pieces to those who can achieve them best.
Keep careful track of performance, rewarding fast, effective employees and thereby providing benchmarks for everyone else to shoot for.
One way to make everyone speed up is to discover and eliminate any obstacles that prevent team members from moving quickly.
Manage performance: Review workplace productivity and overall performance on a regular basis. Untangle any roadblocks that interfere with the workflow process.
Oftentimes, just starting on a new project without formally planning and thinking through all of the necessary success factors will slow you down.
Once employees realize they matter, they’ll be more likely to take ownership of their work, show initiatives, and unleash their creativity.
As a leader, communicating your mission involves conveying why you care and why others should also care.
When you inspire the proper attitude about change, your people will react positively when it occurs.
Workplace culture largely depends on the unwritten ground rules and the attitudes of the members of that culture.
Equipping your team with the right tools, such as computers, software, and the Internet, can strengthen their leveragability.
“Masters of disguise,” who depend on their winning personalities to get them on board, usually cannot hide their weaknesses well enough to evade careful scrutiny.
As equal as people may be in the eyes of the law, it would be a mistake to assume that all people are the same.
Start taking the opinions of your teammates seriously. Don’t assume you always know better than they do.
Carefully consider how much authority to delegate with the responsibilities you parcel out, but never give it all away.
The intelligent leader delegates his authority as effectively and as widely as possible, encouraging both risk-taking and creativity.
Goals, strategy, tactics, and execution should work interdependently and be part of the same dynamic process.