By the time it finally disappeared, it’s likely no one even noticed. What happened? The “whirlwind” of urgent activity required to keep things running day-to-day devoured all the time and energy you needed to invest in executing your strategy for tomorrow!
The 4 Disciplines of Execution can change all that forever.
The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind.
By following The 4 Disciplines: • Focusing on the Wildly Important • Acting on Lead Measures • Keeping a Compelling Scoreboard • Creating a Cadence of Accountability leaders can produce breakthrough results, even when executing the strategy requires a significant change in behavior from their teams. 4DX is not theory.
It is a proven set of practices that have been tested and refined by hundreds of organizations and thousands of teams over many years.
Playing to Win, a noted Wall Street Journaland Washington Postbestseller, outlines the strategic approach Lafley, in close partnership with strategic adviser Roger Martin, used to double P&G’s sales, quadruple its profits, and increase its market value by more than $100 billion when Lafley was first CEO (he led the company from 2000 to 2009). The book shows leaders in any type of organization how to guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success— where to play and how to win.
Playing to Win outlines a proven method that has worked for some of today’s most celebrated brands and products. Let this book serve as your new guide to winning, as well.
A Sense of Urgency is a powerful tool for anyone wanting to win in a turbulent world that will only continue to move faster. Management control systems and damage control experts serve a critical purpose.
But don’t let that blind you to an increasingly important reality. Controls can support complacency in an era when complacency can be deadly.
Handled properly—and we know the rules for proper handling a crisis can offer an opportunity to increase needed urgency, an opportunity that cannot be disregarded.
Micheal Useem’s The Leadership Moment is a collection of nine true stories about individuals who faced unusual circumstances – such as guiding Apollo 13 home and scaling one of the world’s tallest peaks – and triumphed using critical leadership skills.
But while many people were calling for updated regulations and even the breakup or nationalization of the big banks, it became clear to us that restoring long-term confidence in the financial services industry would require more than government intervention and new rules.
Switch: How to Change Things When Change Is Hard is the latest book by Chip and Dan Heath, authors of Made to Stick, the critically acclaimed bestseller. Switch debuted at #1 on both the Wall Street Journal and New York Times bestseller lists.
Switch asks the following question: Why is it so hard to make lasting changes in our companies, in our communities, and in our own lives? The primary obstacle, say the Heaths, is a conflict that’s built into our brains.
While the economy and culture of the post—World War II South changed from an era of material capital (e.g., cotton and iron ore) to a period of social capital (intellectual development and networked approaches to social change), one of the most important components of urban life, the university, emerged as both a creator and a reflector of such modernization.
A non-fiction piece that reads like a novel, this book provides terrific insight into how modern businesses think about strategy and how to achieve the delicate balance between risk and return.
I encourage you to pick up a copy and think about what you can do on a daily basis to ensure that excellence permeates our academic health center.
Every day, in every facet of our lives, opportunities to lead call out to us. At work and at home, in our local communities and in the global village, the chance to make a difference beckons.
Yet often we hesitate. Why? Heifitz and Linsky contend it is because real leadership – the kind that surfaces conflict, challenges long-held beliefs, and demands new ways of doing things – is risky, dangerous work.
A great read particularly for an organization undergoing transformative change.
Kouzes and Posner explain why leadership is, above all, a relationship, with credibility as the cornerstone. They provide rich examples of real leaders in action and reveal the six key disciplines and related practices that strengthen a leader’s capacity for developing and sustaining credibility.
Kouzes and Posner show how leaders can encourage greater initiative, risk-taking, and productivity by demonstrating trust in employees and resolving conflicts on the basis of principles, not positions.
Dr. Kotter offers a practical approach to an organized means of leading, not managing, change. He presents an eight-stage process of change with highly useful examples that show how to go about implementing it.
Based on experience with numerous companies, his sound advice gets directly at reasons that organizations fail to change, reasons that concern primarily the leader.
This is a solid, substantive work that goes beyond the cliches and the consultant-of-the-month’s express down yet another dead-end street.
The reputations of CEOs and the companies they lead are deeply and inextricably linked. The manner in which the media, investors, analysts, employees, and even the general public perceive a chief executive has tremendous influence over the company’s prosperity, standing, and destiny.
In CEO Capital, Dr. Gaines-Ross describes in practical terms the strategies to follow–and the obstacles to avoid–so that CEOs can enhance the reputation of their company during the five stages of their tenure.
CEO Capital is the only book that provides these guidelines and isolates best practices for CEOs as they navigate their way through their first 100 days to their last 100 hours.