Execution Is the Strategy

How Leaders Achieve Maximum Results In Minimum Time

by Laura Stack

Number of pages: 280

Publisher: Berrett-Koehler Publishers

BBB Library: Operations Management

ISBN: 9781609949686

About the Author

Laura Stack, The Productivity Pro, is a productivity expert who provides training and keynotes on office productivity, personal productivity, time management.


Editorial Review

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.

Book Reviews

"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

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Wisdom to Share

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.

One big time waster you must work to trim is slow decision making.

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.

Efficiency is achieving maximum productivity with minimum wasted effort, time, and expense.

Manage performance: Review workplace productivity and overall performance on a regular basis. Untangle any roadblocks that interfere with the workflow process.

What you can do as a leader is to align your company’s best interests with team productivity.

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.

Don’t expect employees to go out of their way to dig out the company’s mission and vision.

As a leader, communicating your mission involves conveying why you care and why others should also care.

An engaged employee is one who’s enthusiastic and fully involved with his job and organization.

Focus on the benefits: Find the buried gold and sell the benefits to your team.

When you inspire the proper attitude about change, your people will react positively when it occurs.

Displaying a self-centered attitude slows everyone down.

Let the team members know what you need them to do and when they’ve done it right.

One of the strongest drivers of employee engagement is an employee’s relationship with his manager.

Workplace culture largely depends on the unwritten ground rules and the attitudes of the members of that culture.

Effective execution depends on establishing a productive, supportive work environment.

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.

Get to know your team members on a personal level so you can understand their motivations.

Start taking the opinions of your teammates seriously. Don’t assume you always know better than they do.

Study the results: Determine how your delegation has affected the team’s workflow process.

Carefully consider how much authority to delegate with the responsibilities you parcel out, but never give it all away.

As a leader define the limits of tasked-assigned carefully to avoid duplication.

The intelligent leader delegates his authority as effectively and as widely as possible, encouraging both risk-taking and creativity.

No amount of fast action will get you out of trouble if you’re speeding the wrong direction.

Achieving maximum results requires faster goal-setting and strategic execution.

Goals, strategy, tactics, and execution should work interdependently and be part of the same dynamic process.

A goal is something you want to accomplish within a specific time frame.

You have to continually adjust your strategy to fit new realities.

You can’t strategize your way to greatness; you execute your way there!