execution chapter 1-3

Aisha (1406658484)Allan Yuda Patria Lai Wie (1406658502)

Andriati Suryadewi (1406658540)Bunga Ratnasari (1406658635)Hanhan Hudaya (1406658723)

CHAPTER 1 THE GAP NOBODY KNOWS

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

• 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

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

• 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

Chapter 2THE EXECUTION DIFFERENCE

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?

ARTICULATE CONCEPTUALIZER

• They are not interested in the“how” to get things done.

• They don’t realize whatneeds to be done to convert avision into specific tasks,because their high-levelthinking is too broad.

ARTICULATE CONCEPTUALIZER

• They don’t follow throughand get things done; thedetails bore them.

• They don’t crystallize thoughtor anticipate roadblocks.

• They don’t know how to pickpeople for their organizationswho can execute.

What Leaders Should Do?Execution!

The discipline of execution is based on a set of building blocks thatevery leader must use to design, install, and operate effectively thethree 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.

Building Block One :The Leader’s Seven Essential Behaviors

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

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

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

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 REALISMRealism is about what are we doing right and wrong in the business

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

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

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

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

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

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

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