Get in gear : the seven gears that drive strategy to results. / Sean T. Ryan.

Format:

Book

Author/Creator:

Ryan, Sean T., author.

Language:

English

Subjects (All):

Strategic planning.

Business planning.

Organizational learning.

Physical Description:

1 online resource (199 pages)

Edition:

1st ed.

Place of Publication:

New York, New York ; London : Routledge, [2020]

Summary:

Readers will use this book to point their efforts towards getting meaningful results from their strategy.

Contents:

Cover

Half Title

Title Page

Copyright Page

Table of Contents

Foreword

Acknowledgments

Author

Introduction: Good Plans, Poorly Executed

Chapter 1 The Strategy to Results Gap: Why Execution Matters

Fixing the Execution Gap

Digging In: Maneuvering through This World of Perpetual Whitewater

Moving Beyond a Strategy of "Just Sucking Less"

Why Gears?

Getting Started: A Crisp, Clear, Compelling Vision/Strategic Intent

Thought Starter Questions

First Steps

Bibliography

Chapter 2 Right, Right, Right: The Right People with the Right Capabilities in the Right Roles

Right People in the Right Roles with the Right Capabilities is Critical

Know What You Want

Engage the People You Have

Assess Your Talent and Bench Strength

Build Capabilities: Development That Works

Chapter 3 Align the Architecture: Creating Organizational Gravity

A Tale of Two Production Lines

Who? Leader as Organizational Architect

What? Aligning Systems, Structures, Processes, and Culture to Create Organizational Gravity

When? Knowing When to Change the Architecture

How? Design Principles for Aspiring (Organizational) Architects

What Else? This is the Hard Stuff

Chapter 4 Culture of Communications: Changing Marshmallows to Unicorns

Communicate, Communicate, Communicate: Once is Not Enough

Setting the Foundation for a Culture of Communications: Integrity, Trust, and Respect

Engaging in the Conversation

Feedback is the Breakfast of Champions … as Long as You're Willing to Eat it

Courageous Communications

Chapter 5 SET Result-Oriented Goals: Aligning Results to Strategy

Align Goals to the Strategy

Result-Oriented Goals.

SET (Start-End-Timeframe) Goals

Stretch Goals

Chapter 6 Build Visible Scorecards: Improving Performance by Keeping Score

Good Scorecards: Create a Direct Line of Sight between Performance and Results

Better Scorecards: Compare Current Performance, the Goals or Standards, and the All-Time Best Performance

Best Scorecards: Show Trends Over Time

Chapter 7 Define the Performance Drivers: The Critical Activities That Lead to the Right Results

Determine the Performance Drivers

Master Execution of the Performance Drivers: Purposeful and Deliberate Practice

Track Execution of the Performance Drivers

Regularly Reassess Your Performance Drivers

Chapter 8 Follow-up/Follow-through: The Glue That Holds it All Together

The Wells Fargo Meltdown: A Failure of Leadership (and Learning!)

Set the Rhythm

Holding Ee ff ctive Follow-up/Follow-through Conversations

Document and Verify Next Steps

First Actions

Chapter 9 Time to eXecute! Aligning the Gears to Drive Better Results

Get Comfortable with Being Uncomfortable

Steadfast Focus/Nimble Methods

Find a Learning/Accountability Partner

Web Connection

Index.

Notes:

Description based on print version record.

ISBN:

9781003034742

1003034748

9781000068368

1000068366

OCLC:

1157080725