The Gap-Closing Trade Secrets Of Companies That Consistently Get Things Done
In the book Execution: The Discipline of Getting Things Done, co-authors Larry Bossidy and Ram Charan essentially wrote that, “It’s all in the execution.” Perhaps the most important step in executing well is to build a bridge that connects the vision and the strategy to the execution plan. Readers will learn what those bridges are and how they can build them to last.
Thomas Edison famously said, “Vision without execution is hallucination.” It’s true. And as the hallucinations of countless business leaders have proved, knowing what you want to do or where you want the company to be may be less than half the battle.
3. Involve the Right People In The Right Decisions. Involving employees in decision-making is controversial. Some leaders view it as a sign of weakness while others fear giving up control. In reality, though, the world is too complex for any leader to go it alone. To make good decisions, you must seek out the perspectives of a wide range of people. Involving people in decisions gets them focused on generating solutions to problems rather than complaining or waiting to be told what to do.
3. Hold People Accountable. A high level of accountability often looks a lot like “shows initiative.” At work, people who have a high level of accountability will take initiative to ensure the success of a project, provide early warning of potential problems, and try to resolve a problem even if it is not their fault.
Reprint from Ivey Business Journal
[© Reprinted and used by permission of the Ivey Business School]