具体描述
Praise for Closing the Execution Gap "I got half way through the introduction and was hooked. The book's premise—strategic thinking used to be a leader's main focus but surprisingly that's not enough—gave me confidence that my efforts to drive execution are not in vain. Many of the challenges that Lepsinger describes are exactly what we are experiencing and Closing the Execution Gap gave me a way to organize my thinking into actions I will take at my company. I plan to buy copies for my entire team." Mark Miller President and CEO, New Horizons Worldwide "Closing the Execution Gap is quick hitting and current. Lepsinger's 'how to' style is easy to read and apply. The examples jumped out and kept me interested and I got value out of every chapter. Companies that are interested in developing managers will use this book the way I intend to use it—as a practical guide to effective execution." Bernard Flynn President and CEO, NJM Insurance Group "As compared to many leadership books, I found Closing the Execution Gap to be refreshingly practical. I advise the reader to have their yellow highlighter at the ready. I especially liked the forthright analysis and recommendations that came with the author's look at the critical area of accountability." Harold Scharlatt Design and Delivery Manager, Center for Creative Leadership "Closing the Execution Gap has excellent information and insights that are well connected to meaningful bodies of research. Lepsinger hones in on tangible, real-world problems that many leaders will recognize and then offers practical solutions.?Line managers and Learning and Development professionals will find this book of interest because it captures the critical concepts that make an organization and its people successful." Craig DinsellEVP and Head of Human Resources, Oppenheimer Funds, Inc.
作者简介
目录信息
Acknowledgements.
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: Create and Use Action Plans.
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 Cooperation and Collaboration.
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.
Lesson 1: Integrate the Leader and Manager Role.
Lesson 2: Clarify Assumptions and Priorities.
Lesson 3: Make Sure the Right Systems Are in Place.
Lesson 4: Coordinate and Monitor High-Impact Actions.
Lesson 5: Get Change Management Right.
The Bottom Line.
Appendix: Criteria for Selecting Top-Performing Companies.
Notes.
Index.
· · · · · · (收起)
读后感
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用户评价
**评价五** 这本书的叙事风格非常独特，它不是在说教，而是在引导你进行自我诊断。它仿佛拿着一把手术刀，精确地切开了组织系统中的“执行梗阻点”。我发现自己阅读时经常需要停下来，不是因为内容晦涩，而是因为每一个观点都精准地击中了过去失败项目的原因。作者对于“承诺”这一概念的定义和管理方式，尤其值得称道。在很多组织中，“承诺”被视为一种口头上的表达，但在本书中，它被赋予了严格的结构和流程，成为了可追溯的资产。书中关于“问责机制的设计”部分，提供了一系列如何避免“责任稀释”的策略，这对于我们这种跨职能项目众多的公司来说，简直是救命稻草。阅读完这本书，我感觉自己对如何领导团队完成复杂任务的信心大增，因为它提供了一种结构化的、可复制的方法论，而不是依赖于某个“超级英雄”式的领导者来力挽狂澜。这是一本真正注重结果导向的深度读物。
评分**评价二** 当我翻开这本书时，我对它抱有的期望其实是比较高的，毕竟市场上的同类书籍汗牛充栋，但真正能提供新鲜视角和可操作工具的凤毛麟角。这本书最让我印象深刻的是它对“执行文化”的构建论述。它不单单谈论流程或工具，而是深入探讨了组织内部的心理契约和激励机制是如何共同作用，最终决定了战略能否落地。作者非常犀利地指出了许多组织中普遍存在的“表演式合规”现象——大家都在做着看起来很忙碌的样子，但核心产出却停滞不前。这本书提供了一套非常扎实的框架，帮助领导者识别出这些隐性的阻力，并提供了循序渐进的干预方法。我尤其喜欢其中关于“问责制”的论述，它摒弃了传统的惩罚导向，转而强调一种建设性的、面向未来的责任承担文化。读完后，我立刻开始重新审视我们团队内部的会议结构和反馈机制，感觉以前很多无效的讨论都有了明确的改进方向。
评分**评价四** 坦白说，在阅读这本书之前，我对“执行力”这个概念已经有些审美疲劳了。市面上充斥着太多鼓吹口号而缺乏实质内容的读物。然而，这本书却成功地刷新了我的认知。它的核心贡献在于将执行力解构为一个可量化、可管理的过程，而不是一个玄乎的“态度问题”。作者花了大量篇幅讨论“反馈循环”的设计，这一点是很多书籍常常一带而过的地方。他强调，没有即时、准确、且具有建设性的反馈，任何计划都只是空中楼阁。书中关于如何建立有效的“度量体系”来追踪战略进展的建议，非常实用，它指导我们如何区分“忙碌”和“有效产出”。我最欣赏的是，这本书的视角是自上而下，同时兼顾自下而上的双向流动，它充分考虑了组织层级间的复杂互动。对于任何试图将宏大愿景转化为日常可见成果的领导者来说，这本书都是一份不可或缺的工具箱。
评分**评价三** 这是一本读起来让人感到“痛并快乐着”的书。痛，是因为它无情地揭示了我们组织中那些被长期忽视的、看似微小却能致命的执行漏洞。快乐，则是因为它提供了一张清晰的蓝图，告诉你如何系统性地修补这些漏洞。这本书的语言风格非常直白，没有太多华丽的辞藻去粉饰太平，而是用一种近乎冷酷的理性来分析问题。它强调的不是“努力”，而是“对齐”和“聚焦”。我特别欣赏作者对“优先级管理”的深刻见解，他不是简单地说“要做最重要的事”，而是提供了一套机制来确保“最重要的事情”不会在日常的琐碎事务中被淹没。书中关于跨部门协作的章节也极具启发性，很多项目的失败并非源于技术难题，而是源于不同部门之间的目标壁垒和信息孤岛。作者提出的解决方案，着重于构建共享的成功定义，这一点在我的实际工作中得到了极大的验证。这本书更像是一本操作手册，而不是一本理论教材。
评分**评价一** 这本书简直是一剂猛药，直击当前企业管理中的痛点。我花了很长时间在各种理论和模型之间打转，总觉得掌握了精髓，但在实际落地时总是差那么一步。这本书没有过多纠缠于高深的哲学思辨，而是非常务实地剖析了“知行不一”的根源。作者似乎对企业运作有着深入骨髓的理解，他笔下的案例没有那种刻意的、教科书式的完美，反而充满了真实世界的混乱和挣扎。特别是关于如何将战略目标层层分解，并确保每一层级的行动都能与最高愿景对齐的部分，简直是醍醐灌顶。我过去总以为，只要把PPT做得漂亮，目标定得宏大，执行自然水到渠成，但这本书让我意识到，真正的壁垒往往出在权责分配的模糊地带和信息传递的失真环节。它强迫我跳出“我以为”的舒适区，去直面那些令人不适但又真实存在的系统性缺陷。这本书的结构非常紧凑，读起来毫不拖沓，像是在和一位经验丰富的导师进行一对一的深度交流，那种感觉是看其他管理书籍很难获得的。
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