Closing the Execution Gap – How Great Leaders and Their Companies Get Results

List of Figures and Tables.
<p>Acknowledgements.</p>
<p>About the Author.</p>
<p>Introduction.</p>
<p>Chapter One: Vision Without Execution Is Hallucination.</p>
<p>Yes, There Is an Execution Gap?But That′s Only the Tip of the Iceberg!</p>
<p>?Conventional Wisdom?: Maybe Not So Wise!</p>
<p>The Five Bridges: Gap Closers That Make the Difference.</p>
<p>The Bottom Line.</p>
<p>Chapter Two: Bridge Builder 1: Create and Use Action Plans.</p>
<p>First Things First: A Brief Look at Strategic Planning.</p>
<p>Vision and Standards of Excellence.</p>
<p>Aligning Projects and Programs with Strategy.</p>
<p>Action Planning: An Execution Essential.</p>
<p>The Bottom Line.</p>
<p>Chapter Three: Bridge Builder 2: Expect Top Performance.</p>
<p>The Pygmalion Effect: Proof That Expectations Drive Performance.</p>
<p>Breaking the Cycle.</p>
<p>The Bottom Line.</p>
<p>Chapter Four: Bridge Builder 3: Hold People Accountable.</p>
<p>What Is Accountability Anyway?</p>
<p>Why We Should Hold People Accountable?and Why We Don′t.</p>
<p>Assessing Accountability: The Four Levels.</p>
<p>Why We Make Excuses.</p>
<p>Accountability Boosters: Managing Accountability in Others.</p>
<p>The Bottom Line.</p>
<p>Chapter Five: Bridge Builder 4: Involve the Right People in Making the Right Decisions.</p>
<p>Beyond the Buzzword: What ?Empowerment? Really Means.</p>
<p>Brain Basics: How Cognitive Systems Impact Judgment and Decision Making.</p>
<p>So How Can We Make Better Decisions?</p>
<p>The Bottom Line.</p>
<p>Chapter Six: Bridge Builder 5: Facilitate Change Readiness.</p>
<p>What Top–Performing Companies Do.</p>
<p>Kicking Old Habits: What Addicts Can Teach Us About Change.</p>
<p>The Five Levels of Change Readiness.</p>
<p>Moving on Up: Facilitating Change with Level–Appropriate Strategies.</p>
<p>Holding Up the Mirror: Understanding the Impact of Leader Behavior.</p>
<p>The Importance of Change Talk.</p>
<p>The Bottom Line.</p>
<p>Chapter Seven: Bridge Builder 6: Increase Cooperation and Collaboration.</p>
<p>Cooperating Versus Competing: The Human Struggle.</p>
<p>Encouraging and Sustaining Cooperation.</p>
<p>Disagreement Happens: How to Gain Support and Resolve Conflict.</p>
<p>The Bottom Line.</p>
<p>Conclusion: Five Lessons for Leaders.</p>
<p>Lesson 1: Integrate the Leader and Manager Role.</p>
<p>Lesson 2: Clarify Assumptions and Priorities.</p>
<p>Lesson 3: Make Sure the Right Systems Are in Place.</p>
<p>Lesson 4: Coordinate and Monitor High–Impact Actions.</p>
<p>Lesson 5: Get Change Management Right.</p>
<p>The Bottom Line.</p>
<p>Appendix: Criteria for Selecting Top–Performing Companies.</p>
<p>Notes.</p>
<p>Index.</p>