执行力：三大关键点

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1、THREE KEY POINTS OF EXECUTION1. Execution is a disciplineDont confuse execution with tactics. No worthwhile 5wE:T5(h)wail值得做旳strategy can be planned without taking into account the organization5s ability to execute 5eksikju:t 执行it. execution is a systematic way of exposing reality and acting on it.M

2、uch has been written about Jack Welch5s style of management, especially his toughness 5tQfnis韧性 and bluntness率直【blunt】, which we would argue that the core of his management legacy 5leEsi遗产 processes, making it a model of an execution culture.2. Execution is the job of the business leaderLots of busi

3、ness leaders like to think that the top dog胜利者；重要人物is exempt from the details of actually running things. Its a pleasant way to view leadership: you stand on the mountain top, thinking strategically and attempting to inspire your people with visions, while managers do the grunt work.An organization

4、can execute only if the leader5s heart and soul【heart and soul心灵与灵魂;如作为adv,则为”全心全意地”】are immersed 【immerse i5mE:s沉浸于】in the company. The leader must be in charge of getting things done by running the three core processespicking other leaders, setting the strategic direction, and conducting operation

5、s.Organizations dont execute unless the right people, individually and collectively, focus on the right details at the right time.How good would a sports team be if the coach spent all his time in his office making deals for new players, while delegating actual coaching to an assistant?Only a leader

6、 can ask the tough questions that everyone needs to answer, and then manage the process of debating the information and making the right trade-offs. And only the leader who5s intimately 【intimate 5intimeit 亲密旳, 亲密旳】engaged in the business can know enough to have the comprehensive 7kCmpri5hensiv全面旳vi

7、ew and ask the touch incisive 锋利旳questions.Dialogue is the core of culture and the basic unit of work【对话是文化旳关键和基本旳工作单元, Stone】. How people talk to each other absolutely determines how well the organization will function.everyone likes to say that people are the most important ingredient in5ri:diEnt

8、成分, 原因in their success. But they often hand off the job of assessing people and rewarding them to the HR staff, then rubber-stamp the recommendations at their reviews.Only line leaders who know the people can make the right judgments. Good judgments come from practice and experience【好旳判断来自实践和经验,Ston

9、e】.But theres an enormous difference between leading an organization and presiding over it. The leader who boasts bEust自夸of her hands-off style or puts her faith in empowerment is not dealing with the issues of the day. She is not confronting the people responsible for poor performance, or searching

10、 for problems to solve and then making sure they get solved. She is presiding, and shes only doing half her job.Leading for execution is not about micromanaging or being “hands-on” or disempowering people. Rather, its about active involvementdoing the things leaders should be doing in the first plac

11、e.The leader who executes assembles an architecture 5B:kitektFE 体系机构of execution. He puts in place a culture and processes for executing, promoting people who get things done more quickly and giving them greater rewards.Jack Welch, Sam Walton, and Herb Kelleher Leaders of this ilk are powerful and i

12、nfluential presences because they are their businesses. They are intimately and intensely involved with their people and operations. They connect because they know the realities and talk about them. Theyre knowledgeable about the details. Theyre excited about what theyre doing. Theyre passionate abo

13、ut getting results. This is not “inspiration” through exhortation or speechmaking. These leaders energize everyone by the example they set.Leaders often bristle when they are told they have to run the three core processes themselves. “Youre telling me to micromanage my people, and I dont do that.” M

14、icromanaging is a big mistake because it diminishes peoples self-confidence, saps their initiative and stifles their ability to think for themselves.But theres an enormous difference between leading an organization and presiding over it. The leader who boasts of a hands-off style or puts faith in em

15、powerment is not dealing with the issues of the day. He or she is not confronting the people responsible for poor performance, or searching for problems to solve and then making sure they get solved.Leaders at all levels must become passionately engaged in the organization, recognizing that executio

16、n is their main job. Putting the right people in the right jobs and ensuring that rewards and recognition reinforce performance are essential. Bossidy and Charan emphasize that leaders must build and sustain a “social operating system,” involving continuous review meetings that make up the day-to-da

17、y execution management and that link performance and rewards. Review meetings provide the framework needed to create common ways of thinking, behaving and doing. 3. Execution has to be in the cultureLeaders who execute look for deviations 7di:vi5eiFEn背离from desired managerial tolerancesthe gap betwe

18、en the desired and actual outcome in everything from profit margins to the selection of people for promotion. Then they move to close the gap 【终止差距】and raise the bar still higher across the whole organization.Execution should begin with the senior leaders and drive the behavior of everyone in the organization