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Description: Having a good strategy isn`t enough to guarantee a company`s success ” executives and managers need to ensure that their strategies are implemented correctly throughout the company, and that all staff are on board. Leading Strategy Execution demonstrates to senior executives ways in which they can successfully enthuse their employees so that they willingly implement essential company strategies.
This motivational new title begins by explaining how to engage and energize your employees so that they really want to implement your strategy, and they accept their role and contribution towards making the strategy a success.
Leading Strategy Execution goes on to illustrate ways in which executives can teach employees to change habits, and to apply the new ways of thinking that are required to turn today`s new strategy into tomorrow`s business culture.
The final section of the book concludes by revealing to executives how to energize and employ the middle managers within the business, so that they are focused on the execution of crucial company strategies, and become ambassadors of change rather than instruments of inertia.
Including tools, "how to" checklists and real-life examples, Leading Strategy Execution is essential reading for busy executives, and takes a dynamic approach to the topic of strategy execution through employee engagement.
Contents: Introduction ¢ Part 1 The energy of engagement ¢ Open the box of secrets ¢ Provide true inspiration.., and explain the situation ¢ Be direct: explain your plan ¢ Spell it out: tell them exactly what they have to do ¢ In conclusion to this chapter¦ ¢ Capture everyone`s attention ¢ Talk their language and pique their curiosity ¢ Talk less ” but differently ¢ Tune in and turn on ¢ In conclusion to this chapter... ¢ Spell it out in words of one syllable ¢ Don`t just give information: tell a story ¢ Spell it out: show them they must act ¢ In conclusion to this chapter... ¢ Mould opinion ¢ They don`t believe that the problem exists ¢ They don`t believe in the solution ¢ The decision taken conflicts with some of their interests or values ¢ Come on! Put yourself in their shoes for a minute ¢ Stop moaning and set an example ¢ Sorting things out from the top down: get your middle managers onside first ¢ Open the windows: let your message come from outside, too ¢ Hold your head up high and appeal to values ¢ In conclusion to this chapter... ¢ Provide an emotional spark ¢ Right, they`ve understood! Now it`s your turn ¢ Appreciate they need to be appreciated: they`ll appreciate it ¢ Minds switched on? Now win their hearts ¢ Sparkle and be on top of your game ¢ In conclusion to this chapter... ¢ Part 2 The energy of change ¢ Lift them out of their comfort zone ¢ Let`s talk culture ¢ Reshuffle the pack to change their hands ¢ Stop using old language: change your vocabulary ¢ Inspire dreams and celebrate new champions ¢ Be a guru and introduce new rituals ¢ In conclusion to this chapter... ¢ Let talent out of the closet ¢ Where possible, make training courses obsolete ¢ If training is required, train everyone immediately ¢ Teach less, train more ¢ Ignite a spark ¢ Plan for the future now ¢ In conclusion to this chapter... ¢ Make excellence contagious ¢ Be a meddler and identify the habits of top performers ¢ Don`t be prescriptive: offer them options from a menu ¢ Adopt the toothbrush strategy: no debate, just daily application ¢ In conclusion to this chapter... ¢ Part 3 The energy of management ¢ Treat your middle managers like VIPs ¢ Middle management: one of the worst jobs in the world ¢ Make them feel special: build a community ¢ Go by the stars if you wish, but make sure you give your middle managers a GPS ¢ Make fewer enemies and more allies ¢ In conclusion to this chapter... ¢ Pinpoint the target ¢ Hunt down mistaken priorities ¢ You have to talk the talk and walk the walk ¢ Put a new deal in their hands ¢ In conclusion to this chapter... ¢ Compare progress ¢ Why do your managers feel that you are asking too much of them? ¢ Standardizing performance levels: another red herring ¢ Assigning individual targets: often a truly bad idea ¢ Stop ticking boxes: compare progress ¢ Push the best to become even better ¢ In conclusion to this chapter... ¢ Make execution your trademark ¢ Make execution your primary focus ¢ Avoid stagnation: appoint managers who drive progress forward ¢ So how do you select your future managers? ¢ Make doing nothing impossible ¢ Embody execution ¢ Stop relying on your memory ¢ Radiate optimism ¢ In conclusion to this chapter... ¢ Conclusion ¢ Covey, or the importance of initiative ¢ Berne, or the choice of life position ¢ Koestenbaum, or the acceptance of the challenge ¢ Descarpentries, or the inverted pyramid ¢ A closing comment ¢ Appendix ¢ Index
About the Authors: The authors of Leading Strategy Execution are managing partners from Korda & Partners, an international strategy implementation consultancy. Their work consists of assisting world- class companies such as Microsoft, L`Oreal and Tesco on major projects including strategic transformations, global new product launches, major reorganizations, and building new organizational capabilities such as customer focus, employee engagement, innovation, sales excellence and lean mindset. They combine their personal work experience with thorough research of the latest management thinking and insights gained from a number of recent international surveys undertaken by their "Leaders for Excellence" benchmarking forum.
Christine Antunes is an NLP Master Practitioner and has graduated in economics from the French Conservatoire National des Arts et Metiers. She is in charge of managing strategic projects involving crucial communication aspects.
Christophe Korda is an engineer from the University of Orsay and his background is in industrial transformation. He looks after initiatives in which employee alignment on strategic initiatives and new processes is a key success factor.
Philippe Korda has a degree from the Institut d`Etudes Politiques de Paris as well as a Master`s in law. Already an award-winning author in strategy and management, he works on strategy execution issues all over the world.
Suresh Mistry holds an MBA from the London Business School and he is currently head of the UK office for Korda & Partners. He specializes in building skills and strategic competencies within large organizations.
Target Audience: Business heads ISBN 9780749460563
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Pages : 240
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