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The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary... read more

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  • “If a milestone hasn't been reached at the end of the first quarter, it's a yellow light: something's not going as planned, and something will need to be changed”
  • “Realism is the heart of execution, but many organizations are full of people who are trying to avoid or shade reality”
  • “One thing you'll notice about leaders who execute is that they speak simply and directly”
  • “You should strive for simplicity in general”
  • “Their judgments, experiences, and capabilities make the difference between success and failure”
  • “Some leaders drain energy from people and others create it”
  • “An astonishing number of strategies fail because leaders don't make a realistic assessment of whether the organization can execute the plan”
  • Popular Highlights from Kindle Customers
  • Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it.
    Highlighted by 171 Kindle customers
  • Execution is a discipline, and integral to strategy. Execution is the major job of the business leader. Execution must be a core element of an organization’s culture.
    Highlighted by 163 Kindle customers
  • You need robust dialogue to surface the realities of the business. You need accountability for results—discussed openly and agreed to by those responsible—to get things done and reward the best performers. You need follow-through to ensure the plans are on track.
    Highlighted by 153 Kindle customers
  • Execution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability.
    Highlighted by 153 Kindle customers
  • First you tell people clearly what results you’re looking for. Then you discuss how to get those results, as a key element of the coaching process. Then you reward people for producing the results. If they come up short, you provide additional coaching, withdraw rewards, give them other jobs, or let them go. When you do these things, you create a culture of getting things done.
    Highlighted by 150 Kindle customers
  • To execute well there must be accountability, clear goals, accurate methods to measure performance, and the right rewards for people who perform.
    Highlighted by 141 Kindle customers
  • The three processes—people, strategy, and operations— remain the building blocks and heart of good execution. But as the economic, political, and business environments change, the ways in which they are carried out also change.
    Highlighted by 125 Kindle customers
  • One way to ensure that you have the right people in the right jobs in this rapidly shifting environment is by writing job descriptions for the kind of people you need in each job as it will exist tomorrow, then match those descriptions against the talents and abilities of the peole holding those jobs today.
    Highlighted by 122 Kindle customers
  • In its most fundamental sense, execution is a systematic way of exposing reality and acting on it.
    Highlighted by 99 Kindle customers
  • The heart of execution lies in the three core processes: the people process, the strategy process, and the operations process.
    Highlighted by 86 Kindle customers
Show all 17 quotes from this book

First Sentence edit see section history

LARRY: My job at Honeywell International these days is to restore the discipline of execution to a company that had lost it.

Authors & Contributors edit see section history

  1. Larry Bossidy (Author)

First Edition edit see section history

Original Language: English
Publisher: Crown Pub
Country: Add the country of publication.
Publication Date: 2002
ISBN: 0609610570
Page Count: 288

Classification edit see section history


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