- Hardcover: 256 pages
- Publisher: Pfeiffer; 1 edition (June 15, 2010)
- Language: English
- ISBN-10: 0470531304
- ISBN-13: 978-0470531303
- Product Dimensions: 6.4 x 0.8 x 9.3 inches
- Shipping Weight: 1.1 pounds (View shipping rates and policies)
- Average Customer Review: 25 customer reviews
- Amazon Best Sellers Rank: #1,365,421 in Books (See Top 100 in Books)
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Closing the Execution Gap: How Great Leaders and Their Companies Get Results 1st Edition
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speaks to people at any level of the hierarchy, offering simple, practical tips for translating strategy into real performance. (Business Digest, September 2010).
From the Inside Flap
Once upon a time strategy was king. Leaders immersed themselves in the matter of planning how best to achieve their company's goals. The subject dominated the attention of senior executives and the writings of consultants and management gurus. Experts of various stripes weighed in on how to put strategic planning processes in place and transform employees at all levels into strategic thinkers.
Naturally, leaders assumed all this strategizing would pay off. And yet, for too many organizations the promised results never came to pass.
Quite simply, they couldn't execute.
Now, the business world has shifted its focus to the consistent delivery of results. If an organization can't execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.
As it turns out, the "conventional wisdom" about what it takes to implement strategy and deliver results isn't all that wise. So what really differentiates the companies that are able to get things done day-to-day and deliver consistent results? The answer is found in the pages of Richard Lepsinger's ground-breaking book, Closing the Execution Gap.
Based on extensive research and years of practical experience, the book outlines five prerequisites for effective execution and five "Bridges" that differentiate companies that do it best. It also describes six "Bridge Builders" leaders at all levels can use to close the execution gap in their company or team and help people get things done. Specifically, it addresses:
What really gets in the way of getting things donefor individuals, teams and entire companies
What leaders can do to enhance their organization's ability to close the execution gap and achieve solid business results
What it takes to consistently execute plans and initiatives at a day-to-day operational level
The book features many case studies of companies that have a track record of effective execution (Hewlett-Packard, Costco, Procter & Gamble) and those who have struggled with closing the gap between creating a vision and delivering results (Dell, American Airlines, GM).
As the business world becomes more competitive and less forgiving, execution matters more than ever. This is a book for the times we live inand one that for many companies could mean the difference between success and failure.
Top customer reviews
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Bridge No. 1: Create and use action plans
Bridge No. 2: Expect and get top performance
Bridge No. 3: Hold people accountable
Bridge No. 4: Involve the right people in the right decisions
Bridge No. 5: Facilitate change readiness
Bridge No. 6: Enhance cooperation and collaboration
... although organizations may have great people, competencies, plans, tools, methods, and processes, they are still creating large gaps within their organizations, by not paying attention to these very critical elements, that enable a company to execute well.
Rick Lepsinger also describes the seven conflict management mistakes, which were my real nuggets from from this story-based expose (lots of great anecdotal stories in here about companies that build-bridges and companies that create-gaps):
Mistake 1. Minimizing or ignoring others' concerns
Mistake 2. Pulling power plays
Mistake 3. Attacking the legitimacy of others' positions or priorities
Mistake 4. Suppressing differences
Mistake 5. Imposing own goals/priorities
Mistake 6. Refusing to temporarily remove constraints
Mistake 7. Going through the motions of managing the difference, but refusing to carry it through
This is a incredible book and I highly recommend it to anyone who wants to learn how to close these very significant gaps within their organization.
Mark Dochtermann, PMP, PMI-SP, MCITP
This book has changed that.
Thanks to Richard Lepsinger’s book, Closing the Execution Gap, execution is no longer mysterious and no longer elusive.
This book is intended for senior, midlevel and frontline leaders and helps the reader understand what motivates people and how to harness that power.
By detailing the five “Bridges” and provides the tools for the “Bridge Builders” Lepsinger has detailed the roadmap to execution.
Mr. Lepsinger chose to tackle a hard topic--Execution seems so basic, and yet it is clearly hard enough that most leaders can't get it right. The author's challenge is to provide insight into what leads us to failure and help us to how to avoid those pitfalls. I am pleased to report that he succeeds admirably.
The research that went into this work was far ranging and original. By mixing this broad scope with the rigor of his practical work with leaders Mr. Lepsinger gives us some surprisingly refreshing insights into the execution conundrum. I highly recommend it.
This unique practical volumne synthesizes major motivational theories-selects from them the elements that are most useful and converts these elements into specific, actionable skills, tactics and strategies applied to real life leadership challenges.
I'm recommending this book to my corporate clients as well as my organizational psychology graduate students.
Bernard L. Rosenbaum