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execution-170910072520 (2).pdf

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This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points: 1) The importance of selecting the right people, focusing on candidates with a track record of getting things done rather than just talking about ideas. 2) Seven essential behaviors for leaders to support execution, including knowing the business, insisting on realism, setting clear goals, following through, rewarding results, developing people's skills, and self-awareness. 3) Creating a framework for cultural change centered around execution, by clearly defining expectations for results and coaching people on how to achieve them while rewarding success and addressing shortcomings. The

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EXECUTION Presentation by: Abhishek Singh
Larry Bossidy Ram Charan
execution-170910072520 (2).pdf
SELECTING EVALUATING
HIRE PROMOTE DEVELOPING
• What they are overlooking is that the quality of their people is what really creates sustainable competitive advantages. • If you look at any business that’s consistently successful you will find that its leader focus intensely on people selection . • Common sense tells us that “RIGHT PEOPLE SHOULD HAVE TO BE IN THE RIGHT JOB” yet so often they aren’t .
• The leaders who make these errors aren’t personally committed to the people process and deeply engaged in it. To avoid such problems , the book tells us that , leaders need to commit at least 40% of their time and emotional energy to selecting , appraising, and developing people. • This immense personal commitment is time consuming and full of emotional wear and tear in giving feedback , conducting dialogues , and exposing your judgement to others. • But the foundation of the great company is “THE WAY IT DEVELOPE ITS PEOPLE.”
SUSTAINABLE COMPETATIVE ADVANTAGE.
WHAT KIND OF PEOPLE ARE YOU LOOKING FOR? • Ceo’s and other senior executives are too often seduced by the educational and intellectual qualities of the candidates the interview, they evaluate how articulate and visionary the candidate is , they don’t ask the most important question….. How good is this person at getting things done ? • There is very little correlation between people who talk of good game and those who get things done come hell or high water. • If you want to build a company which has excellent discipline of “Execution” , you have to select the doer instead of the talker.
• Interviewers rarely take into persons record to see how they actually performed ,in their previous jobs in contrast Bossidy asks questions like these : • How do you set priorities ? • Did you include other people in the decisions you made ? • Can you justifiably take the credits (say for good financial results)? People jump shifts at the right time and their successors have to clean up the mess .
• Even when interviewers check references they often fail to get the true picture of the persons performance and skills . • When Bossidy interviews a candidate for an executive position the first traits that she looks for are : Energy and Enthusiasm for execution. • Bossidy searches for those candidates that get excited by doing things as opposed to talking about them . • Has these candidates brought these energy in everything they have done starting from school . • Bossidy Doesn’t care if they went to Princeton or Pudong State , he wants to know what they accomplished their .
Bossidy also considers what the candidates want to talk about : • Does they talk about the thrill of getting things done or does they keep wandering back to strategy and philosophy. • Does they detailed the obstacles the they have overcome . • Does they explain the role played by the people assigned to them. • In the book he asks the same type of questions that he asks in the interviews that are :-
execution-170910072520 (2).pdf
•Right people in the right job is just one of the 3 building blocks you need to support the execution process . The other two blocks include:
Execution Building Block: The Leaders Seven Essential Behaviors •Know your people and your business •Insist on realism. •Set clear goals and priorities. •Follow through. •Reward the doer. •Expand people’s capabilities. •Know yourself.
Know your People and Your Business • “Leaders have to live their businesses. In companies that don’t execute, the leaders are usually out of touch with the day-today realities. They’re getting lots of information delivered to them, but it’s filtered— presented by direct reports with their own perceptions, limitations, and agendas, or gathered by staff people with their own perspectives. The leaders aren’t where the action is. They aren’t engaged with the business, so they don’t know their organizations comprehensively, and their people don’t really know them. • “All you’ve (the leader) got to prove is that you care for the people who are working for you. Whatever your respective personalities are, that’s the personal connection.
Insist on Realism • “Realism is the heart of execution. many organizations are full of people who are trying to avoid or shade reality…. Why? They want to avoid confrontations. • “How do you make realism a priority? • You start by being realistic yourself. • Then you make sure realism is the goal of all dialogues in the organization.”
Set Clear Goals & Priorities • very few clear priorities that everyone can grasp. • focusing on three or four priorities will produce the best results • A leader who says, ‘I’ve got ten priorities’ doesn’t know what he’s talking about. • “Along with having clear goals, you should strive for simplicity in general. • so that others can understand them, evaluate them, and act on them.
Follow Through • “Clear, simple goals don’t mean much if nobody takes them seriously. • The failure to follow through is widespread in business, and a major cause of poor execution. How many meetings have you attended where people left without firm conclusions about who would do what and when? Everybody may have agreed the ideas were good, but since nobody was named accountable for results, it doesn’t get done. Other things come up that seem more important or people decided it wasn’t such a good idea after all.
Reward the Doers. • “When I see companies that don’t execute, the chances are that they don’t measure, don’t reward, and don’t promote people who know how to get things done.” • “You have to make it clear to everyone that rewards and respect are based upon performance.”
Expand People’s Capabilities • “Coaching is the single most important part of expanding others’ capabilities . . . it’s the difference between giving orders and teaching people how to get things done. Good leaders regard every encounter as an opportunity to coach.”
Know Yourself • Authenticity. “A psychological term, authenticity means pretty much what you might guess: you’re real, not a fake. Your outer person is the same as your inner person, not a mask you put on. Who you are is the same as what you do and say. Only authenticity builds trust, because sooner or later people spot the fakers.” • Self-Awareness. “Self-awareness gives you the capacity to learn from your mistakes as well as your success. It enables you to keep growing.” • Self-Mastery. “Self-mastery is the key to true self confidence. We’re talking about the kind that’s authentic and positive, as opposed to the kinds that mask weakness or insecurities—the studied demeanor of confidence, or outright arrogance. Self confident people contribute the most to dialogues
Contd.. • Humility. “The more you can contain your ego, the more realistic you are about your problems. You learn how to listen and admit that you don’t know all the answers. Your pride doesn’t get in the way of gathering the information you need to achieve the best results. . . . Humility allows you to acknowledge your mistakes. Making mistakes is inevitable, but good leaders both admit and learn from them and over time create a decision making process based on experience
Execution Building Block Two: Creating the Framework for Cultural Change • Creating the Framework for Cultural Change. “Making changes in strategy or structure by itself take a company only so far. The hardware of a computer is useless without the right software. Similarly, in an organization the hardware (strategy and structure) is inert without the software (beliefs and behaviors).” • “The basic premise is simple: Cultural change gets real when your aim is execution. You don’t need a lot of complex theory or employee surveys to use this framework. You need to change people’s behavior so that they produced results. First, you tell people clearly what results you’re looking for. Then you discuss how to get those results, as a key element of the coaching process. Then you reward people for producing the results. If they come up short, you provide additional coaching, withdraw rewards, give them other jobs, or let them go. When you do these things, you create a culture of getting things done.”
“But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed , you’ll always do better with the second person.” -Larry Bossidy, Execution: The Discipline of getting things done
THANKYOU

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execution-170910072520 (2).pdf

  • 6. • What they are overlooking is that the quality of their people is what really creates sustainable competitive advantages. • If you look at any business that’s consistently successful you will find that its leader focus intensely on people selection . • Common sense tells us that “RIGHT PEOPLE SHOULD HAVE TO BE IN THE RIGHT JOB” yet so often they aren’t .
  • 7. • The leaders who make these errors aren’t personally committed to the people process and deeply engaged in it. To avoid such problems , the book tells us that , leaders need to commit at least 40% of their time and emotional energy to selecting , appraising, and developing people. • This immense personal commitment is time consuming and full of emotional wear and tear in giving feedback , conducting dialogues , and exposing your judgement to others. • But the foundation of the great company is “THE WAY IT DEVELOPE ITS PEOPLE.”
  • 9. WHAT KIND OF PEOPLE ARE YOU LOOKING FOR? • Ceo’s and other senior executives are too often seduced by the educational and intellectual qualities of the candidates the interview, they evaluate how articulate and visionary the candidate is , they don’t ask the most important question….. How good is this person at getting things done ? • There is very little correlation between people who talk of good game and those who get things done come hell or high water. • If you want to build a company which has excellent discipline of “Execution” , you have to select the doer instead of the talker.
  • 10. • Interviewers rarely take into persons record to see how they actually performed ,in their previous jobs in contrast Bossidy asks questions like these : • How do you set priorities ? • Did you include other people in the decisions you made ? • Can you justifiably take the credits (say for good financial results)? People jump shifts at the right time and their successors have to clean up the mess .
  • 11. • Even when interviewers check references they often fail to get the true picture of the persons performance and skills . • When Bossidy interviews a candidate for an executive position the first traits that she looks for are : Energy and Enthusiasm for execution. • Bossidy searches for those candidates that get excited by doing things as opposed to talking about them . • Has these candidates brought these energy in everything they have done starting from school . • Bossidy Doesn’t care if they went to Princeton or Pudong State , he wants to know what they accomplished their .
  • 12. Bossidy also considers what the candidates want to talk about : • Does they talk about the thrill of getting things done or does they keep wandering back to strategy and philosophy. • Does they detailed the obstacles the they have overcome . • Does they explain the role played by the people assigned to them. • In the book he asks the same type of questions that he asks in the interviews that are :-
  • 14. •Right people in the right job is just one of the 3 building blocks you need to support the execution process . The other two blocks include:
  • 15. Execution Building Block: The Leaders Seven Essential Behaviors •Know your people and your business •Insist on realism. •Set clear goals and priorities. •Follow through. •Reward the doer. •Expand people’s capabilities. •Know yourself.
  • 16. Know your People and Your Business • “Leaders have to live their businesses. In companies that don’t execute, the leaders are usually out of touch with the day-today realities. They’re getting lots of information delivered to them, but it’s filtered— presented by direct reports with their own perceptions, limitations, and agendas, or gathered by staff people with their own perspectives. The leaders aren’t where the action is. They aren’t engaged with the business, so they don’t know their organizations comprehensively, and their people don’t really know them. • “All you’ve (the leader) got to prove is that you care for the people who are working for you. Whatever your respective personalities are, that’s the personal connection.
  • 17. Insist on Realism • “Realism is the heart of execution. many organizations are full of people who are trying to avoid or shade reality…. Why? They want to avoid confrontations. • “How do you make realism a priority? • You start by being realistic yourself. • Then you make sure realism is the goal of all dialogues in the organization.”
  • 18. Set Clear Goals & Priorities • very few clear priorities that everyone can grasp. • focusing on three or four priorities will produce the best results • A leader who says, ‘I’ve got ten priorities’ doesn’t know what he’s talking about. • “Along with having clear goals, you should strive for simplicity in general. • so that others can understand them, evaluate them, and act on them.
  • 19. Follow Through • “Clear, simple goals don’t mean much if nobody takes them seriously. • The failure to follow through is widespread in business, and a major cause of poor execution. How many meetings have you attended where people left without firm conclusions about who would do what and when? Everybody may have agreed the ideas were good, but since nobody was named accountable for results, it doesn’t get done. Other things come up that seem more important or people decided it wasn’t such a good idea after all.
  • 20. Reward the Doers. • “When I see companies that don’t execute, the chances are that they don’t measure, don’t reward, and don’t promote people who know how to get things done.” • “You have to make it clear to everyone that rewards and respect are based upon performance.”
  • 21. Expand People’s Capabilities • “Coaching is the single most important part of expanding others’ capabilities . . . it’s the difference between giving orders and teaching people how to get things done. Good leaders regard every encounter as an opportunity to coach.”
  • 22. Know Yourself • Authenticity. “A psychological term, authenticity means pretty much what you might guess: you’re real, not a fake. Your outer person is the same as your inner person, not a mask you put on. Who you are is the same as what you do and say. Only authenticity builds trust, because sooner or later people spot the fakers.” • Self-Awareness. “Self-awareness gives you the capacity to learn from your mistakes as well as your success. It enables you to keep growing.” • Self-Mastery. “Self-mastery is the key to true self confidence. We’re talking about the kind that’s authentic and positive, as opposed to the kinds that mask weakness or insecurities—the studied demeanor of confidence, or outright arrogance. Self confident people contribute the most to dialogues
  • 23. Contd.. • Humility. “The more you can contain your ego, the more realistic you are about your problems. You learn how to listen and admit that you don’t know all the answers. Your pride doesn’t get in the way of gathering the information you need to achieve the best results. . . . Humility allows you to acknowledge your mistakes. Making mistakes is inevitable, but good leaders both admit and learn from them and over time create a decision making process based on experience
  • 24. Execution Building Block Two: Creating the Framework for Cultural Change • Creating the Framework for Cultural Change. “Making changes in strategy or structure by itself take a company only so far. The hardware of a computer is useless without the right software. Similarly, in an organization the hardware (strategy and structure) is inert without the software (beliefs and behaviors).” • “The basic premise is simple: Cultural change gets real when your aim is execution. You don’t need a lot of complex theory or employee surveys to use this framework. You need to change people’s behavior so that they produced results. First, you tell people clearly what results you’re looking for. Then you discuss how to get those results, as a key element of the coaching process. Then you reward people for producing the results. If they come up short, you provide additional coaching, withdraw rewards, give them other jobs, or let them go. When you do these things, you create a culture of getting things done.”
  • 25. “But if you have to choose between someone with a staggering IQ and an elite education who’s gliding along, and someone with a lower IQ but who is absolutely determined to succeed , you’ll always do better with the second person.” -Larry Bossidy, Execution: The Discipline of getting things done