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October 13, 2004

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Execution - Getting things done


By:

It's ironic the same course that required me to read Good to Great (G2G) also required this book. In one of the first chapters of G2G the research indicates what type of leader is required to take a company to "great" status. The author of G2G goes about describing the qualities of a "Level 5" leader. The qualities of a 'Level 5' are almost the exact opposite of those displayed by the 'star' of Execution (the book appears to be written by the co-author, who integrates stories from Larry Bossidy, the 'star'...).

Larry comes off as the type of leader that research shows can probably 'turn a company around' (as he did for AlliedSignal), but who will lead with a style that doesn't embed the traits of 'a great' into the company's culture. It's likely that companies with this type of a leader (a 'level 4') will do well while the CEO is in place, but slip back once he leaves. Larry admits as much in this book and returned to AlliedSignal to 'right the ship'. Unfortunately for AlliedSignal this is likely not a long term solution.

The book's "insight" is mostly derived from the stories of Larry injected into the text. These stories tend to follow the same formula: Spend a few sentences building up context, or just enough lack of context to make certain the storyteller comes out on top. Then, an employee makes a patently moronic statement or worse, does something obviously stupid. Larry (I assume in a suit of shining armor, backlit by the heavens) asks a piercing question that cuts to the heart of the issue, makes perfect sense (within the lack of context) and likely humiliates one or more of the staff within earshot. The stories became so predictable midway through the book, you can start skimming them.

The few nuggets that come out of this book are likely from Ram Charan, the 'co-author'. Certainly the book's title and overall theme is a reminder to all "manager types" that you cannot simply make a plan (or 'have a vision') and disconnect from the process.


  • You need to build the process AND you need to build the process of "building processes" into your company's culture. Paying attention to the nuts and bolts of your organization is just as, if not more, important than strategy and "big thinking".
  • There's an interesting bit about handling talent, maintaining a skills database of your employees, preparing succession plans if a manager moves up our out (at least 4 layers deep!) and using risk analysis techniques to determine which of your star employees might need special attention.
  • Remember to balance the short run with the long run. Don't forget, you need to address what your organization does in-between now and when the long-term strategy takes affect.
  • A large section is devoted to how to prepare and challenge a strategy plan on a yearly basis -- concentrating on operational issues is a big theme.
  • For all the ego-centric stories in the book, there are sections devoted to hiring and how important that process is (from G2G: "Getting the right people on the bus"). We are reminded to never delegate that task, including calling on references ourselves and not leaving that to HR representatives.

I guess my overall impression was this book rated "average". Perhaps reading G2G at the same time was too stark a contrast or perhaps the personality that came across the pages was to grating on my own. I wouldn't recommend this book necessarily, but if you are looking for some ideas on leadership and operations, you might skim the pages and read the sections of interest.


Posted by ben at 08:30 AM
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October 12, 2004

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October 11, 2004

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October 10, 2004

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October 09, 2004

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October 08, 2004

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October 07, 2004

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October 06, 2004

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October 05, 2004

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