How Leaders Achieve Maximum Results in Minimum Time

Laura Stack makes an amazing claim in her book Execution IS the Strategy. She states that strategy must emerge out of execution, and she provides four premises for this approach.

  1.  Interdependency – strategy and tactics are part of the same over-arching process, with an inherent relationship.
  2. Fluidity – strategy must be more flexible in its tactics now than in the past.
  3. Speed – strategy must be executed more quickly than ever before to be effective.
  4. Validity – strategy must still be appropriate and strong, or none of the first three premises matters.

Laura then provide the 4 keys to efficient strategic execution, which she calls the L-E-A-D Formula:

Leverage – do you have the right people in place to achieve your strategic priorities?

Environment – do you have the organizational atmosphere, practices, and culture that will allow employees to easily support your strategic priorities?

Alignment – do your team members’ daily activities move them toward the accomplishment of the organization’s ultimate goals?

Drive – are your organization’s leaders, teams, and employees agile enough to move quickly once the first three pieces of this list are in place?

To learn more about how execution and strategy interact, and how to apply the L-E-A-D formula to your organization, join us on May 30th for our Soundview Live webinar How Leaders Achieve Maximum Results in Minimum Time with Laura Stack. Bring your questions and fill the room with your team members.

Plan for the Future with Three New Summaries

As part of your leadership development, you should routinely take a part of each day to focus on the future. To help you in your efforts, Soundview has three new summaries that help you plan for the future of your business and strengthen your resolve to achieve your goals.

by Itamar Simonson and Emanuel Rosen

by Itamar Simonson and Emanuel Rosen

Absolute Value by Itamar Simonson and Emanuel Rosen. Absolute Value answers the question of what influences customers in this new age and describes how a company should design its communication strategy, market research program, and segmentation strategy in order to adopt a new way of thinking about marketing in this new environment.

 

 

 

by Georg Vielmetter and Yvonne Sell

by Georg Vielmetter and Yvonne Sell

Leadership 2030 by Georg Vielmetter and Yvonne Sell. Leadership 2030 presents six converging megatrends that will reshape businesses by the year 2030 including the forces of globalization 2.0, environmental crisis, individualization and value pluralism, the digital era, demographic change, and technological convergence. Authors Georg Vielmetter and Yvonne Sell use research and analyses to explain the transformative effects of the megatrends on leaders and their organizations and what leaders will have to know.

 

by Al Siebert

by Al Siebert

The Resiliency Advantage by Al Siebert. The Resiliency Advantage explains how and why some people are more resilient than others and how resiliency can be learned and strengthened. Dr. Siebert details a five-level program for becoming more resilient that is a valuable resource for learning how to meet the challenges of work and life head on.

Four Memorable Quotes from Soundview’s Author Insight Interviews

A great accompaniment to many Soundview Executive Book Summaries is the Soundview Author Insight interview. Each interview is worth a careful listen because authors often reveal new interpretations of their material. The interviews also provide them with the opportunity to share new information gained since the book’s publication.

Here are four great thoughts to consider and share with your team:

“Most people think that success resides somewhere outside yourself. It’s something other people have. It’s something you need to go out and discover. But actually, success is always inside yourself and it’s the connection between your own interests, your own aptitudes, your own motivations and the opportunities that life presents.” G. Richard Shell, author of Springboard: Launching Your Personal Search for Success

“What we find in both individual change and organizational change is that it often requires some sort of disruptive event, some sort of major external activity in order to force change. Change becomes reactive as opposed to the individual or the organization being proactive and embracing change. The first step in performing change better is leading it better.” – Susan Goldsworthy and Walter McFarland, co-authors of Choosing Change

“For the most part, when you examine alliances you realize that it is a common pain that drives people together.” – Rich McKeown, co-author (with Mike Leavitt) of Finding Allies, Building Alliances

“People are hardwired for negative or positive emotions and we all have a different set point inside our brains for anxiety, depression and happiness. You have to really understand your set point and then do as much as you can to keep yourself on the positive side of hope, optimism, compassion and generosity.” – Bob Rosen, author of Grounded

A Guide for Setting Direction and Managing Change

THE EXECUTIVE CHECKLIST

A To-Do List for Achieving Results

For more than 20 years, James M. Kerr has been an independent management consultant working with both large and small companies: He helped Home Depot reimagine its store operations, for example, while advising smaller firms such as specialty insurer Jewelers Mutual on how to open up new markets. Already the author of three books, Kerr’s fourth book pulls together the varied experiences and knowledge acquired in his project work into a deceptively simple but practical and comprehensive checklist for executives. The Executive Checklist: A Guide for Setting Direction and Managing Change is built on 10 general items that all executives must manage and implement if they are to be successful: establish leadership; build trust; set strategy; engage staff; manage work as projects; renovate the business; align technology; transform staff; renew communications practices; and reimagine organizational design.

With the chapters devoted to each of these items, Kerr moves from the general to specifics with sub-checklists that are focused and actionable. The checklist for establishing leadership, for example, is as follows: have a dream; actively set direction; communicate early and often; be dynamic and visibly involved; promote collaboration; practice inclusiveness; don’t tolerate bad leaders in your midst; make no excuses.

LexisNexis Fakes a Trade Show

In less experienced hands, a book of checklists and sub-checklists could easily turn into a litany of platitudes with little implementable substance behind them. The Executive Checklist, however, reflects the grounded, real-world perspective of a management consultant paid handsomely to get results, not talk. The discussion on having a dream, for example, does not describe Martin Luther King’s speech or John Kennedy’s space goals. Instead, Kerr introduces the concept he used with LexisNexis Insurance Software division of a “vision trade show” — essentially a faux trade show with booths manned by a member of the senior leadership team.

Floundering in the ultra-competitive property casualty software market, LexisNexis top management had decided to write a new vision story for the company that would help employees understand where the company was going. Because engaging employees was vital, the new vision story was first introduced in a specially produced magazine with articles written by executives and then further explained through Kerr’s vision trade show. As with a traditional trade show, LexisNexis employees moved in small groups from booth to booth, where they “were treated to a briefing or demonstration highlighting a specific element of the firm’s vision story,” Kerr writes. “To make the trade show experience even more realistic, each booth provided attendees with various giveaways, including logowear, squeeze balls and golf goodie bags.”

For LexisNexis, the trade show booth format had several advantages over the traditional town hall meetings often used to spread the word on a company’s vision. Each booth emphasized specific key points or themes, such as speed to market, continual transformation and the building of a talent factor. In addition, the fact that top executives manned the booths persuasively demonstrated the full commitment of top management to the new vision.

Do Your Job

Recognizing that the job of an executive is to lead and motivate others, The Executive Checklist includes actions that executives must demand of others as well as themselves. For example, Build Trust, the second of Kerr’s 10 items on his executive checklist, includes imperatives such as “model the behavior,” “share the wealth” and “keep it light.” Building trust, however, also includes “don’t play games” and “do your job” — which apply to both boss and employee. Bill Belichick, coach of the New England Patriots, doesn’t play games and does his job, but a great part of his success — he turned a franchise never known for its winning consistency into a team that, since he became coach, has appeared in more Super Bowls than any other team — comes from ensuring that his players also never play games and always do their jobs. In fact, as players go through the entrance to the New England Patriot locker room, they pass under a sign that says simply: Do Your Job.

LexisNexis and the New England Patriots are just two of the many companies referenced in The Executive Checklist: an easy-to-use reference manual for executives to keep nearby for quick guidance.

Book Review: The Learned Disciplines of Management

by Jim Burkett

by Jim Burkett

The ability to turn around a struggling business is a skill honed in the fires of a business inferno. Specialists in this process hope to be successful a handful of times throughout their careers. Jim Burkett, author and president of Corporate Turnaround Consulting, has turned around the staggering figure of 28 underperforming companies during a 35-year career. It requires a devotion to a set of principles Burkett describes to readers in The Learned Disciplines of Management: How to Make the Right Things Happen. This book is now available a Soundview Executive Book Summary.

While every manager develops a toolkit for problem solving during the course of his or her career, Burkett points out that many of these skills might simply be what you’ve received from a predecessor or boss. In The Learned Disciplines of Management, Burkett replaces the “inherited” tools with seven learned tools: planning, organizing, measuring performance, executing, following up, real-time reporting and problem solving.

Each section of the book provides executives with an explanation of the discipline and examples to reinforce the importance of its practice. One of the more intriguing chapters concerns the discipline of measuring performance. While experienced executives probably feel as if they’ve read everything imaginable about the subject, Burkett gets to the heart of the issue: why measuring performance is so often not practiced. His findings force executives to confront the truth that performance measurement, while not a dehumanizing practice, does remove an unspoken layer of safety for underperforming teams.

These kinds of truths are essential if a manager intends to push a turnaround to its successful completion. While The Learned Disciplines of Management is a must-read for anyone in a struggling organization, it would benefit experienced executives at successful firms, as well.

Three New Summaries to Unlock the Door to More Success

The barrier between standard and extraordinary leadership can be symbolized by a door. At a certain point in your career, particularly if you’ve acquired a degree of success, you’ll find yourself trying to unlock the door with the skills you’ve developed. Soundview now offers three new book summaries that can help sharpen your abilities and blend them into a single key that can open the door to greatness.

by Mike Myatt

by Mike Myatt

Hacking Leadership by Mike Myatt. In Hacking Leadership, Mike Myatt identifies 11 leadership gaps that can be holding leaders back and affecting their performance. The gaps are found in areas of leadership, purpose, future, mediocrity, culture, talent, knowledge, innovation, expectation, complexity and failure. Myatt provides actionable leadership and management “hacks” to bridge the gaps in order to create a culture of leadership within organizations and help leaders drive exceptional results.

 

by Bob Rosen

by Bob Rosen

Grounded by Bob Rosen. Internationally renowned CEO advisor Bob Rosen proposes a new approach to leadership in Grounded in which leaders at every level can become more self-aware, develop their untapped potential, and drive better results for themselves, their teams and their organizations. Rosen’s Healthy Leader model highlights six personal dimensions that any leader can master: physical, emotional, intellectual, social, vocational and spiritual health.

 

 

by Jim Burkett

by Jim Burkett

The Learned Disciplines of Management by Jim Burkett. In The Learned Disciplines of Management, Jim Burkett presents a framework of individual disciplines that form a self-reinforcing management system for making the right things happen. These include planning, organizing, measuring performance, executing, following up, real-time reporting and problem solving. Practicing these will reveal what effective management can do.

Book Review: Platform

by Michael Hyatt

by Michael Hyatt

Trying to get the message of your company or brand heard in today’s social media environment is equivalent to trying to hear an ant’s footsteps while seated next to a jet turbine. The secret, according to author, blogger and publishing executive Michael Hyatt, is to build the virtual stage from which you address your carefully cultivated following. In Platform: Get Noticed in a Noisy World, Hyatt gives executives a thorough method to connect and build your business.

Hyatt didn’t acquire more than 200,000 Twitter followers without providing a mountain of bankable advice. Platform gives readers the best of the best in a jam-packed read that should sit close at hand on an executive’s desk or digital reader. He begins with the observation that too many social media books overlook: start by creating a great product. Fortunately, Hyatt’s advice about product creation covers everything from how to be compelling to how to create a memorable name.

Once a company has its outstanding product, Hyatt takes readers through the steps to prepare for launch, build a strong strategy, expand your reach and stay actively engaged with your followers. The section on building your home base is can’t-miss reading. In an era when litigators are fielding more and more questions about intellectual property, Hyatt’s tips to protect oneself are well-considered.

Of the utmost importance to executives is Hyatt’s staunchly realistic reminder about how a great platform is built. For any leader who considers platform creation a task that can be farmed out to what Hyatt calls a “babysitter,” he provides the following advice. “Take a long look in the mirror. The person you are looking at is your new chief marketing officer,” he writes. Executives can lead the charge to be heard and Platform is the book to help them do it.

Book Review: Choosing Change

by Walter McFarland and Susan Goldsworthy

by Walter McFarland and Susan Goldsworthy

Change is a business topic that generates both fear and excitement among readers. Executives are being constantly reminded that the pace of change is ever increasing. The business impact of not being able to stay ahead of change is sometimes described as catastrophic. What’s missing from many books on change is a by-the-numbers approach to making change a repeatable process. In Choosing Change: How Leaders and Organizations Drive Results One Person at a Time, Walter McFarland and Susan Goldsworthy provide a model that helps leaders focus on the personal and organizational dimensions of change. This book is now available as a Soundview Executive Book Summary.

The authors created a framework called the Five Ds to provide an overarching set of guidelines to create change. Readers are given detailed steps to become a change-focused leader through the lenses of disruption, desire, discipline, determination and development. Once a leader understands the principles that create change in an individual, the focus turns to the organization. This section will prove helpful to any leader who, while personally full of fire to lead a change effort, encounters a tepid or resistant response from employees.

Choosing Change delivers its principles in a tight, research-dense package. McFarland and Goldsworthy are timely in their combination of findings from neuroscience and psychology. They use a level of restraint that prevents their book from falling into the “deep dive” trend that can derail books that lean heavily on the science side of management science. It is one of the most balanced, impactful books on change that executives can read today.

Book Review: The 80/20 Manager

by Richard Koch

by Richard Koch

As far as obvious statements go, Richard Koch penned one of the best in any business book when he wrote, “Work is overwhelming.” Fortunately, he sets the hook he baited for readers by following his statement with the news that work doesn’t have to be so taxing. In The 80/20 Manager: The Secret to Working Less and Achieving More, Koch takes Vilfredo Pareto’s principle that a small number of events create the majority of effects and applies it to the world of productivity. Koch’s book is now available as a Soundview Executive Book Summary.

Koch is renowned for bringing the connection between focused effort and results to the masses in the million-selling book The 80/20 Principle. Despite that book’s high sales figures, he recounts the basics of the principle for readers in The 80/20 Manager. Koch provides a business context when he explains why not all revenue should not automatically be labeled good for a company. This blind devotion to revenue, in Koch’s words, “drives the worst and most palpably absurd blunders in the business world.”

To keep managers from falling prey to this problem, Koch provides 10 ways to enable leaders to put the thrust of their efforts into the “20” to get the “80” in return. Executives should note that the 10 ways are not steps in a process. They are to be taken a la carte at the author’s direction. Koch writes, “Being brilliant at one of the 10 ways will take you an awful lot further than being competent at all 10.” Each of the ways Koch describes, whether it’s developing a questioning mind, becoming a “superconnector” or piercing your work through simplification, is well-crafted and can be quickly applied by readers.

The 80/20 Manager is a welcome companion to Koch’s previous work and will generate results for executives.

Keep Your Skills Sharp with Three New Summaries

A leader’s skill set is like the set of knives used by a master chef. The wielder can only perform at his or her best if the tools stay sharp. Now available from Soundview are three new Soundview Executive Book Summaries that will help you maximize success, become a better coach and navigate the complexities of being more compelling.

by Richard Koch

by Richard Koch

The 80/20 Manager by Richard Koch. Bestselling author Richard Koch demonstrates how managers can be much more efficient and effective by applying the 80/20 Principle – the idea that just 20 percent of our time, effort and key decisions generate 80 percent of our success. The 80/20 Manager can help managers to focus on the issues that really matter, ask the right questions, find the right connections and realize meaningful achievement for their businesses and themselves.

 

by Jack Canfield and Dr. Peter Chee

by Jack Canfield and Dr. Peter Chee

Coaching for Breakthrough Success by Jack Canfield and Dr. Peter Chee. Jack Canfield, coauthor of the Chicken Soup for the Soul series, and Dr. Peter Chee offer a practical guide of 30 principles that every coach needs to succeed. Learn how the Coaching Principles representing the heart of a coach, the Situational Coaching Model representing the mind of a coach, and the Achievers Coaching Techniques representing the energy of a coach can build upon each other to empower people to achieve breakthrough success.

 

 

by John Neffinger and Matthew Kohut

by John Neffinger and Matthew Kohut

Compelling People by John Neffinger and Matthew Kohut. What makes some people irresistible and others forgettable? John Neffinger and Matthew Kohut introduce us to two qualities – strength (the root of respect) and warmth (the root of affection) – and they detail the signals that broadcast each of these. Drawing on the latest social science and the authors’ own work, Compelling People reveals the basic framework we use to judge each other and what we can do to earn both respect and affection.