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Leadership - Getting things Done
on March 24, 2012
Bossidy and Charan dive into the critical gap of getting things done in this management classic. Focused on execution, the authors discuss the critical components for leadership within an execution/get stuff done environment. Pointing out the failures of hands off management, ivory tower thinking and micromanagement, the emphasis is on those critical elements that combine the what needs to be done and who needs to do it to execute on a business strategy or operational plan.
The critical linking of strategy, operations and people is the role of the business leader, and in order to accomplish that critical mission, the leader must be meaningfully involved in those three elements - not micromanaging them, but leading them to efficient execution. The leader's most important job is the selection and appraising of the people in the organization, and this element should consume the bulk of their efforts and should never be delegated. The leader must embrace this role and thrive in it to ensure proper execution of the strategy and operations.
The combination of people and strategy lead to an operating plan, in which the execution takes place. This plan needs to be realistic, ambitious, resourced, specific and accountable. The authors note that this piece is often the art that falls short - where the operating plan is divorced from the strategy and people - and the execution suffers.
The book has critical questions and suggestions for the leader, and provides a platform for thought that is focused on getting things done rather than just the what and who theory of planning. An important read.