economics

This book describe a necessary leadership behavior in the Execution paradigm -- Insist on realism. As thinking is the basis of action, this concept requires more exploration and explanation. Prior to the introduction of Optimal Thinking into the corporate world, the pervasive motto was Think Positive. Optimism promotes persistence, but it is a poor strategy when the cost of failure or probability of failure are high. With the current integration of Optimal Thinking into leading corporations, the transformation from AnyCorp (consisting of any thinkers) to Opticorp (consisting of Optimal Thinkers) empowers the corporate culture to practice optimal realism. Optimal Thinkers accept what is out of their control, and optimize what is within their control. Using Optimal Thinking to ask questions like, What is within my/our control here? What are my/our options here? What is the worst event scenario? What is our optimal contingency plan? What is in our best interest? What is our highest priority? What are the best actions we can take to achieve it? What is the best thing you/we can do under the circumstances? empowers us to set clear priorities, and take the most constructive actions to follow through -- essential for optimal leadership and optimized execution. Execution-driven leaders who thrive on accountability and reward performance, must select the right people for the right jobs. This is achieved with Optimal Thinking. Read these two books, get your key people to read them too, and you will OPTIMIZE productivity.

This is perhaps one of the best business books I have ever read. Unlike many books which use extensive academia and complex formulas which rarely see the light of day or work well outside of a controlled environment, this book is simple. That said this simplicity can be a bit deceiving. When I worked for GE, as did Bossidy and Jack Welch, the concepts which turned that business into a global leader in industry were remarkably simple. It wasn't the simplicity of the ideas, but rather the ability to get a hundred thousand people executing flawlessly on them that makes the difference.

In the book Bossidy describes how he personally would ensure execution occurs within his businesses. Start with the right people. Too many times we assume people are merely interchangeable cogs, but great business leaders who get results know differently. Chapter 5 discusses the responsibility and focus required to ensure the right people are in the right jobs. Even as a CEO he spent up to 40% of his time on developing and hiring the right people.

Another interesting aspect is the ability to speak directly and level set expectations and have a firm grasp on reality, regardless of how painful that reality may be at the time. Throughout the book is example after example that illustrates the value of direct conversation and clear feedback and communication. As you read the book, look for not only the content of what is discussed, but how it is discussed. Nearly always the method is to truly listen and engage people in a dialog which will set expectations, and ensure misunderstandings or mixed messages are limited. This allows people to focus on what needs to be done instead of being distracted with politics and other non value added issues.

While some may see the content as too simplistic, those same people are usually unable to deliver results in the same manner as Bossidy did at GE, or Honeywell. The value of this book is both in content and style.

The book itself is never dry, is easy to read, flows smoothly in conversational format, and is highly engaging. Highly recommended to anyone in a business situation who wants to improve execution and results.

Reading "Execution" and pondering its theses is a lot like listening to your mother telling you to eat your broccoli: There are other things you'd rather have, but in your heart you know it's the right thing. Much of "Execution" is plain old common sense; to move a business forward, everyone from the CEO downward needs to work to make things happen.

A refreshing departure from the fuzzy style of most leadership books, "Execution" is invaluable for up-and-coming business leaders of all stripes, though its focus is primarily senior management in very large organizations. Some readers will find that Bossidy and Charan spend a lot of time re-stating the obvious. For every "ah-ha!" moment this book presents, there are at least two "well, duh!" moments. But in light of many of the problems facing businesses today, the obvious bears repeating.

Others will find that "Execution" barely scratces the surface of a highly complex series of topics, and will want a greater diversity of business cases. Much time is spent fawning over Jack Welch at the expense of other, equally deserving business leaders. To that end, a sequel or a companion workbook would be helpful. But for getting managers thinking about their jobs in a new and beneficial light, "Execution" accomplishies its goal admirably. Much like broccoli!