Ruthless Consistency: How Committed Leaders Execute Strategy, Implement Change, and Build Organizations That Win

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Ruthless Consistency: How Committed Leaders Execute Strategy, Implement Change, and Build Organizations That Win

Canic, Michael

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McGraw-Hill Education（2020/09発売）
外貨定価 US$ 27.00
ポイント 47pt

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ウェブストア価格 ¥5,283（本体¥4,803）
McGraw-Hill Education（2020/09発売）
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ポイント 48pt

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製本 Hardcover:ハードカバー版／ページ数 304 p.
言語 ENG
商品コード 9781260459814
DDC分類 658.4092

Full Description

When all is said and done, a lot more gets said than done. What is the antidote to this? Ruthless Consistency.

According to Harvard Business Review, "most studies still show a 60-70% failure rate for organizational change projects—a statistic that has stayed constant from the 1970s to the present." Drawing on his 20+ years of experience as a strategy and execution consultant specializing in midsize companies, Michael Canic helps committed leaders drive the odds in their favor. In Ruthless Consistency, he identifies the three surprising reasons most strategic change initiatives fail:

Leaders unwittingly send mixed messages that demotivate their people and undermine those initiatives.
Leaders focus on what they do instead of what their people experience.
Leaders are not as committed as they think they are or need to be.

The book then introduces an intuitive yet comprehensive model for success. Simply put, leaders who develop the right focus, create the right environment, and build the right team—consistently—are leaders whose organizations win. Finally, it details each element of the model and offers ready-to-apply processes, practices, techniques, and tools to make it happen. It's a must-read for every leader who wants to implement change successfully.

Preface

Introduction: When All Is Said and Done,
a Lot More Gets Said Than Done

PART I
THE REALITY
1 First Principle: What Matters More Than
Anything You Do Is Everything You Do
2 Second Principle: What You Do Is Not as
Important as What Your People Experience
3 Third Principle: You're Not as Committed as
You Need to Be . . . Yet

PART II
THE RIGHT FOCUS
4 Stop Strategic Planning
5 Embrace the Joy of Pain
6 Climb the Right Mountain
7 Do Less, Use More Resources . . . No, Really
8 Put the "Exec" in Execute

PART III
THE RIGHT ENVIRONMENT
9 Everything Starts with Heads and Hearts
10 Equip Them to Succeed, Not to Fail
11 You're Not a Manager; You're a Coach
12 Heroic Processes, Positive Policies, and the Space
Between the Boxes
13 The Value of Feeling Valued

PART IV
THE RIGHT TEAM
14 Don't Just Recruit; Compete
15 Hire for What You're Likely to Overlook
16 Be Selective in How You Select

PART V
THE RIGHT COMMITMENT
17 The First Enemy You Must Defeat
18 The Enemy That Grows Stronger by the Day
19 The Enemy That Poses as a Friend
20 There's Commitment; Then There's Commitment
Reflections: In the End, It's You Versus You

Acknowledgments
Appendix
Notes
Index