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It's Not Rocket Science: 4 Simple Strategies for Mastering the Art of Execution by Dave Anderson

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Part TwoGet the Leaders Right!

Ultimately, the leaders in an organization own the execution process. They get paid for achieving the ultimate few objectives (TUFs) but are likewise responsible when the efforts fall short. Several common obstacles create execution failure for leaders. Here are a few of the most common:

  • A nonexistent or ineffective execution process (Strategy one, “Get the Process Right!,” remedies this).
  • A culture that does not support execution (Strategy three, “Get the Culture Right!,” remedies this).
  • The leaders don't have a team that can execute (Strategy four, “Get the Team Right!,” remedies this).
  • The leaders overmanage and underlead.
  • The leader is personally undisciplined or unfocused.
  • The leader does not take responsibility for results.
  • The team has not bought into the leader or his or her system; members comply but don't commit.
  • The leader has a flawed leadership philosophy.

This second strategy will address these and other causes of execution failure and will likewise strike at the root of the problem: the leadership of a team. Until the leaders are right, the culture, team, and process will falter. The old saw is true: A fish rots at the head. In other words, when an organization is working at less-than-optimal levels, you do not prioritize to fix it in the middle or at the bottom. It starts to stink at the top first. The good news is that as a leader, if you face this issue, you can fix it. The bad news is that failing to acknowledge leadership's ...

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