Leading Strategy Execution : How to Engage Employees and Implement Your Strategies Christine Antunes, Christophe Korda, Philippe Korda and Suresh Mistry

Enhanced descriptions from Syndetics:

Leading Strategy Execution demonstrates to senior executives ways in which they can successfully enthuse their employees so that they willingly implement essential company strategies. Having a good strategy isn't enough to guarantee a company's success - executives and managers need to ensure that their strategies are implemented correctly throughout the company, and that all staff are on board.The book is divided into three sections:1.Energy of Engagement: This section demonstrates how to engage and energise your employees so that they really want to implement your strategy, and so that they accept their role and contribution towards making the strategy a success.2.Energy of Change: This section illustrates ways in which executives can persuade employees to alter their habits, which may have been reinformed over a number of years by business processes and systems. Managers will learn how to give staff the exact skills and confidence needed to apply the new ways of thinking that are required to turn today's new strategy into tomorrow's business culture.3.Energy of Management: This section reveals to executives how to energise and employ the middle managers within the business. This book will explain how to ensure that the middle managers are focused on the execution of crucial company strategies, so that they become ambassadors of change rather than instruments of inertia.Including tools, 'how to' checklists and real life examples, Leading Strategy Execution is an accessible title for busy executives, which takes a practical and light approach to the topic of strategy execution through employee engagement.

Table of contents provided by Syndetics

• Acknowledgements (p. vii)
• Introduction (p. 1)
• Part 1 The energy of engagement (p. 5)
• 1 Open the box of secrets (p. 7)
• Provide true inspiration... and explain the situation (p. 9)
• Be direct: explain your plan (p. 13)
• Spell it out: tell them exactly what they have to do (p. 15)
• In conclusion to this chapter... (p. 16)
• Note (p. 17)
• 2 Capture everyone's attention (p. 19)
• Talk their language and pique their curiosity (p. 21)
• Talk less - but differently (p. 22)
• Tune in and turn on (p. 25)
• In conclusion to this chapter... (p. 26)
• Note (p. 27)
• 3 Spell it out in words of one syllable (p. 29)
• Don't just give information: tell a story (p. 32)
• Spell it out: show them they must act (p. 36)
• In conclusion to this chapter... (p. 40)
• Note (p. 41)
• 4 Mould opinion (p. 43)
• They don't believe that the problem exists (p. 46)
• They don't believe in the solution (p. 48)
• The decision taken conflicts with some of their interests or values (p. 49)
• Come on! Put yourself in their shoes for a minute (p. 52)
• Stop moaning and set in example (p. 53)
• Sorting things out from the top down: get your middle managers onside first (p. 55)
• Open the windows: let your message come from outside, too (p. 56)
• Hold your head up high and appeal to values (p. 58)
• In conclusion to this chapter... (p. 60)
• Notes (p. 62)
• 5 Provide an emotional spark (p. 63)
• Right, they've understood! Now it's your turn (p. 65)
• Appreciate they need to be appreciated: they'll appreciate it (p. 68)
• Minds switched on? Now win their hearts (p. 69)
• Sparkle and be on top of your game (p. 71)
• In conclusion to this chapter... (p. 72)
• Part 2 The energy of change (p. 75)
• 6 Lift them out of their comfort zone (p. 77)
• Let's talk culture (p. 78)
• Reshuffle the pack to change their hands (p. 79)
• Stop using old language: change your vocabulary (p. 80)
• Inspire dreams and celebrate new champions (p. 83)
• Be a guru and introduce new rituals (p. 84)
• In conclusion to this chapter... (p. 85)
• 7 Let talent out of the closet (p. 87)
• Where possible, make training courses obsolete (p. 94)
• If training is required, train everyone Immediately (p. 95)
• Teach less, train more (p. 96)
• Ignite a spark (p. 97)
• Plan for the future now (p. 99)
• In conclusion to this chapter... (p. 100)
• Notes (p. 102)
• 8 Make excellence contagious (p. 103)
• Be a meddler and identify the habits of top performers (p. 106)
• Don't be prescriptive: offer them options from a menu (p. 108)
• Adopt the toothbrush strategy: no debate, just daily application (p. 111)
• In conclusion to this chapter... (p. 112)
• Notes (p. 113)
• Part 3 The energy of management (p. 115)
• 9 Treat your middle managers like VIPs (p. 117)
• Middle management: one of the worst jobs in the world (p. 119)
• Make them feel special: build a community (p. 122)
• Go by the stars if you wish, but make sure you give your middle managers a GPS (p. 124)
• Make fewer enemies and more allies (p. 126)
• In conclusion to this chapter... (p. 127)
• 10 Pinpoint the target (p. 129)
• Hunt down mistaken priorities (p. 131)
• You have to talk the talk and walk the walk (p. 134)
• Put a new deal in their hands (p. 138)
• In conclusion to this chapter... (p. 140)
• Notes (p. 142)
• 11 Compare progress (p. 143)
• Why do your managers feel that you are asking too much of them? (p. 146)
• Standardizing performance levels: another red herring (p. 148)
• Assigning individual targets: often a truly bad idea (p. 149)
• Stop ticking boxes: compare progress (p. 151)
• Push the best to become even better (p. 153)
• In conclusion to this chapter... (p. 155)
• Notes (p. 156)
• 12 Make execution your trademark (p. 157)
• Make execution your primary focus (p. 159)
• Avoid stagnation: appoint managers who drive progress forward (p. 160)
• So how do you select your future managers? (p. 162)
• Make doing nothing impossible (p. 163)
• Embody execution (p. 165)
• Stop relying on your memory (p. 168)
• Radiate optimism (p. 169)
• In conclusion to this chapter... (p. 171)
• Notes (p. 173)
• Conclusion (p. 175)
• Covey, or the importance of initiative (p. 176)
• Berne, or the choice of life position (p. 177)
• Koestenbaum, or the acceptance of the challenge (p. 179)
• Descarpentries, or the inverted pyramid (p. 180)
• A closing comment (p. 181)
• Notes (p. 182)
• Appendix: Checklists (p. 183)
• References (p. 199)
• Further reading (p. 201)
• Index (p. 203)