Execution Chapter 1-3
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The document discusses the critical importance of execution within business leadership, emphasizing that execution must be integrated into an organization's culture and leader's responsibilities. It identifies the shortcomings of leaders who are articulate but lack execution skills, proposing essential behaviors and building blocks to foster effective execution. Key leadership traits highlighted include understanding the business, setting clear goals, rewarding performance, and demonstrating emotional fortitude.
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Execution Chapter 1-3
- 1. Aisha (1406658484) Allan Yuda Patria Lai Wie (1406658502) Andriati Suryadewi (1406658540) Bunga Ratnasari (1406658635) Hanhan Hudaya (1406658723)
- 2. CHAPTER 1 THE GAP NOBODY KNOWS
- 3. Business leader: make connection between execution and result 3 points of execution: • Execution is a discipline , and integral to strategy • Execution is the major job of the business leader • Execution must be a core element of an organization’s culture
- 4. • Execution is a fundamental to strategy and has to shape it • Execution: a systematic process of rigorously discussing how's and what's, questioning, tenaciously following through, and ensuring accountability EXECUTION IS A DISCIPLINE
- 5. Execution requires a comprehensive understanding of a business, its people, and its environment Leader must be in charge by running 3 process: • Picking other leaders • Setting the strategic direction • Conducting operation EXECUTION IS THE JOB OF THE BUSINESS LEADER
- 6. • Execution has to be embedded in the reward system and in the norm of the behavior • Handle execution with Six Sigma process for continual improvement • Execution has to be part of an organization’s culture, driving the behavior of all leaders at all level EXECUTION HAS TO BE IN THE CULTURE
- 8. Chapter 2 THE EXECUTION DIFFERENCE
- 9. The selection, training, and development of leaders doesn’t focus on the capability of the leaders to do execution Mostly, they hire an Articulate Conceptualizer The kind of people who get caught up in the intellectual excitement of each new big idea that comes out and adopt it with enthusiasm, very good at grasping strategies and explaining them WHY LEADERS FAIL?
- 10. ARTICULATE CONCEPTUALIZER • They are not interested in the “how” to get things done. • They don’t realize what needs to be done to convert a vision into specific tasks, because their high-level thinking is too broad.
- 11. ARTICULATE CONCEPTUALIZER • They don’t follow through and get things done; the details bore them. • They don’t crystallize thought or anticipate roadblocks. • They don’t know how to pick people for their organizations who can execute.
- 12. What Leaders Should Do? Execution! The discipline of execution is based on a set of building blocks that every leader must use to design, install, and operate effectively the three core processes rigorously and consistently. Building Blocks: (Ch. 3-5) 1. the essential behaviors of the leader 2. an operational definition of the framework for cultural change 3. getting the right people in the right jobs.
- 13. Building Block One : The Leader’s Seven Essential Behaviors
- 14. KNOW YOUR PEOPLE & YOUR BUSINESS Live your business by : • Get in touch in day-to-day realities by visiting them • Built personal connection with as many employees as possible • Identified any problems found during visit time
- 15. KNOW YOUR PEOPLE & YOUR BUSINESS Visit Accomplishment : • We know what to do to make the business better • Built your intuitive feel for the business and for the people running the business
- 16. Get in touch in day- to-day realities by visiting them Built personal connection with as many employees as possible Identified any problems found during visit time We know what to do to make the business better Built your intuitive feel for the business and for the people running the business
- 17. Leader needs to take realistic view of the company and compare it with other companies We know our position compare to others We know what we need to do INSIST ON REALISM Realism is about what are we doing right and wrong in the business
- 18. SET CLEAR GOALS AND PRIORITIES • Focus on very few clear priorities to achieve the goals • Make sure they has a huge influence on day-to-day behavior
- 19. SET CLEAR GOALS AND PRIORITIES • How to translate goals into actions : 1. Explain the goals and discuss the implementation with your subordinates 2. Internalize these to all over the company 3. Set clear short-term targets 4. Execute
- 20. FOLLOW THROUGH • Surfaced a conflict that stood in the way of achieving the targets • Creating a follow-through mechanism which ensured that everyone would indeed do what they were supposed to do • Routine reports • Weekly / monthly meeting • Evaluation
- 21. REWARD THE DOERS Make it clear to everybody that rewards and respect are based on performance Leader should distinguish who did a good job and who didn’t
- 22. EXPAND PEOPLE’S CAPABILITIES • Regeneration Transfer the skill and knowledge to the next generation of leaders • By coaching : teaching people how to get things done
- 23. EXPAND PEOPLE’S CAPABILITIES • Coaching Process : 1. Observe a person in action 2. Energize by challenge Give task which forces people to think, to discover, and to search 3. Provide feedback (which one is good enough, which one is need to be improved) 4. Give them the help they need to correct problems
- 24. KNOW YOURSELF Leaders need to have emotional fortitude which allow them to have the courage to deal with the opposite point of view 4 core qualities that make up emotional fortitudes : 1. Authenticity : who you are is the same as what you do and say 2. Self-awareness : you know your personal strength and weakness 3. Self-mastery : you know how to manage your self on facing others 4. Humility : you admit your limit and willing to learn from anyone at any time
Editor's Notes
- #10: In the past businesses got away with poor execution by pleading for patience. “The business environment is tough right now” is one typical excuse; or “Our strategy will take time to produce results.” But the business environment is always tough, and success is no longer measured over years. A company can win or lose serious market share before even it realizes what has hit it.
- #13: Execution is not just tacics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it.