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Execution Plain and Simple: Twelve Steps to Achieving Any Goal on Time and On Budget Paperback – May 1, 2004
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From the Back Cover
Specific Steps to Accelerate Achievement of Goals and Turn Strategy Into Payoff, for Those Who Have To Execute.
Robert A. Neiman has helped major corporations achieve major gains in performance and profitability. He has put his experience on paper for managers who know their organizations have much more potential, can and must do better, and who need to overcome busyness, delays, diversions, and other barriers. His 12-steps provide specific guidance. They fill gaps in the literature about goal setting, execution, project management, leadership and change, and answer front line questions such as:
- How do I take responsibility?
- How do I define and get commitment on assignments?
- How do I organize the best team for the job?
- How do I shape a strategy that will work?
- How do I get things moving?
- How do I make demands effectively?
- How do I follow up like crazy without driving people crazy?
- How do I use politics to advantage?
- How do I solve the problems, cut through fatigue and apathy?
"Bob Neiman has it right--execution is key to business success. Great strategies alone cannot drive winning results. While successful execution isn't simple, the potential payoff is big for companies and their people."--Frederick M. Poses, Chairman and CEO, American Standard
"Bob Neiman's years of experience . . . are reflected in this book in his simple and straightforward style. Even experienced 'winners' will find this book valuable."--Bernard Hengesbaugh, Chairman and CEO (Ret.), CNA Financial
"His 12 steps will help energized managers excel, procrastinators produce, delay addicts recover, dawdlers deliver, and strategists act. Apply the concepts with ZEST, and you will produce results". --Dave Ulrich, Professor, School of Business, University of Michigan and co-author of GE Workout and When The Bottom Line Isn't
About the Author
Robert A. Neiman is a Harvard M.B.A. and a partner in the management consulting firm of Robert H. Schaffer & Associates. He and his colleagues have helped produce major gains in performance, profitability, and speed of response in leading companies such as Allied Signal, CNA Financial, General Electric, Hartford Financial, Motorola, PNC Financial, and many others. He has published many articles on execution methods and case studies of their successful application. He lives in Stamford, Connecticut.
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Top customer reviews
We have one reservation. This does not invalidate Neiman's Twelve Steps to success with projects, but should be kept in mind by the readers when they come to applying Neiman's 'Twelve Steps' in real-live projects.
What is Neima's One Big Idea ? What is the one, single 'plain and simple' action that makes up the 20-80 Pareto.
Robert Schaffer has One Big Idea that runs through every article,Harvard Business Review on Breakthrough Thinking every book, every seminar, every consulting assignment that he has ever touched. He may add a twirl here or a twist there; but inevitably Robert Schaffer has taught us all to focus on one predominant under-pinning in every consulting project ... viz. Never ever persuade or push the client to attempt any change that he or she is not 'ready' for.
For Schaffer 'readiness' is the magic key to project success. When a client is truly deep-down 'ready' to tackle a change, it is very hard to fail... and the consultant has done the 20% of input that will trigger 80% of the achievemnt.
'Readiness' is tricky and requires artful diagnosis and prognosis and infinite patience and intuition, much more than sigma-six number- crunching and swamps of spread-sheeting and dazzling powerpoint flash.
Consulting is all about facilitation and not about persuasion. A gung-ho consulting style is very likely to do more harm than good when all is said and done. Neiman could have placed a tad more emphasis on this in his Twelve Steps process that are still quite sound overall.
This book is recommended with 5 Stars, with one reservation. Does it alert and concentrate the reader to focus predominantly on 'readiness' and to measure it very carefully when treading each of Rapid Results!: How 100-Day Projects Build the Capacity for Large-Scale Changethe plain and simle Twelve Steps to successful projects?
The only failure I see is that I didn't notice much attention paid to individual performance. A failing of large companies is that they tend to load so many roles, side-responsibilities, and conflicting priorities on their employees that enabling some folks to break free, focus on a small but impact-laden project, and really deliver it are a separate set of issues that need to be addressed as well. This book provides great information in an immediately-useful form-factor, but beware of using it alone, paritcularly if you're new to a company and its culture.