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Imperial Library
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Index
Title Page
Copyright Page
Table of Figures
Acknowledgments
About the Author
Introduction
Chapter One - Vision Without Execution Is Hallucination
Yes, There Is an Execution Gap—But That’s Only the Tip of the Iceberg!
“Conventional Wisdom”: Maybe Not So Wise!
The Five Bridges: Gap-Closers That Make the Difference
The Bottom Line
Chapter Two - Bridge Builder 1: Translate Strategy into Action
First Things First: A Brief Look at Strategic Planning
Vision and Standards of Excellence
Aligning Projects and Programs with Strategy
Action Planning: An Execution Essential
The Bottom Line
Chapter Three - Bridge Builder 2: Expect Top Performance
The Pygmalion Effect: Proof That Expectations Drive Performance
Breaking the Cycle
The Bottom Line
Chapter Four - Bridge Builder 3: Hold People Accountable
What Is Accountability Anyway?
Why We Should Hold People Accountable —and Why We Don’t
Assessing Accountability: The Four Levels
Why We Make Excuses
Accountability Boosters: Managing Accountability in Others
The Bottom Line
Chapter Five - Bridge Builder 4: Involve the Right People in Making the Right Decisions
Beyond the Buzzword: What “Empowerment” Really Means
Brain Basics: How Cognitive Systems Impact Judgment and Decision Making
So How Can We Make Better Decisions?
The Bottom Line
Chapter Six - Bridge Builder 5: Facilitate Change Readiness
What Top-Performing Companies Do
Kicking Old Habits: What Addicts Can Teach Us About Change
The Five Levels of Change Readiness
Moving on Up: Facilitating Change with Level-Appropriate Strategies
Holding Up the Mirror: Understanding the Impact of Leader Behavior
The Importance of Change Talk
The Bottom Line
Chapter Seven - Bridge Builder 6: Increase Coordination and Cooperation
Cooperating Versus Competing: The Human Struggle
Encouraging and Sustaining Cooperation
Disagreement Happens: How to Gain Support and Resolve Conflict
The Bottom Line
Conclusion: Five Lessons for Leaders
Appendix - Criteria for Identifying Top-Performing and Less-Successful Companies
Notes
Index
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