Resumo de Execution - Larry Bossidy & Ram Charan

Why Execution is Needed
The Gap Nobody Knows

Sometimes even good companies fail with catastrophic results, despite stellar
qualities. The problem is usually not the strategy or the person in charge; it is the gap
between strategy and execution.

Execution Comes of Age

1. Execution is a discipline: Execution is fundamental to strategy and must
shape it. It is the process of taking into account all factors that can affect your
end result. Too often plans are static, made by rote and taken for granted.
Plans and processes need to be carefully thought out and performed given
current and possible future realities.
2. Execution is the Job of the Business Leader: Execution requires a
comprehensive understanding of a business, its people and its environment.
Leaders should be intimately and intensely involved with their people and
operations; in other words, active involvement is the key here. Dialogue
must be at the core: be candid and reality-based, ask questions and find
realistic solutions.
3. Execution Has to Be in the Culture: Execution has to be embedded in the
rewards system and in the norms of behavior. Look for deviations from
desired managerial tolerances. Execution only works as a widespread
collective effort, not on an individual basis.
People assume that the statement of an idea instantly produces results. Or they
announce the idea and expect other people to spell it out and do what needs to be
done. Results can only be obtained when you specify in detail how to arrive at
desired outcomes through persistent probing in the right direction. We are geared to
think that leaders are supposed to find new ways of thinking, new strategies, new
ideas. But the work of bringing these abstract thoughts to fruition is usually delegated
to someone else.
1. Know Your People and Your Business. A leader must be in touch with the
day-to-day realities of the business. Get to know your organization down to
the smallest unit. Get to know the supervisor and her team, how they
produce results for the organization and their level of awareness regarding
the situation elsewhere in the company.
Work towards a climate of open, honest dialogue on all levels, up and down

The Building Blocks of Execution

Execution by Larry Cassidy and Ram Charan
1. Know Your People and Your Business. A leader must be in touch with the
day-to-day realities of the business. Get to know your organization down to
the smallest unit. Get to know the supervisor and her team, how they
produce results for the organization and their level of awareness regarding
the situation elsewhere in the company.

2. Insist on Realism. Identify your weaknesses, and don't mince your words. Be
aware of your organization's capabilities and shortcomings. Try to look at the
situation from all sides, especially from the points of view of the consumer
and of the competitor.

3. Set Clear Goals and Priorities. Focus on very specific, defined priorities to
maximize the resources you have at hand. Simplify. Choose which goals are
important and manageable for you, and work on those.

4. Follow Through. Make sure the plans you make are carried out and check on
all subordinates to whom responsibilities have been delegated. Provide
incentives for those who provide exemplary results and deliver ultimatums
to those who don't meet their requirements.

5. Reward the Doers. Reward your top performers. They will reward you in the
future with more good work.

6. Expand People's Capabilities Through Coaching. Don't just give orders;
teach your staff how to get things done. Observe your people in action then
provide feedback. Compliment and encourage good behavior, note the bad
and makes suggestions for improvement. Help others find a better way of
doing their job for your company by asking them questions that lead to the
answer. They figure out ways to improve by themselves, and the lesson is
more easily abd. This applies not only to business practices and
decisions but personal attitudes and behavior as well, especially those that
affect co-workers and work results.
Provide opportunities for learning to those who will benefit the most from
them, especially those who might be promoted to key positions later on.

7. Know Yourself. Do you have the strength and the courage to do what's
necessary? If you hesitate to act, you bring risk to the whole organization. If
you are determined and resolute, others will follow your example. All of this
requires emotional fortitude, which is comprised of authenticity, selfawareness,
self-mastery and humility.

Why the Right People Aren't in the Right Jobs
1. Lack of Knowledge. Sometimes, the people in HR don't really know their
people's specific qualities or a job's requirements. Job requirements must
specify the level of personal experience and professional know-how
necessary, and match all these with what a candidate has to offer.

2. Lack of Courage. If someone screws up, fire them if they're beyond help. You
will save your company the trouble and the employee will be relieved of a
duty he can't perform.

3. Psychological Comfort Factor. Some leaders hire or promote people for the
wrong reasons like friendship, personal loyalty or personality compatibility.

4. Lack of Personal Commitment. If you don't sincerely care about your
company and your people, you won't do much - if at all - to fix a problem that
you know is there.

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