Chapter
1 Open the box of secrets
Provide true inspiration… and explain the situation
Be direct: explain your plan
Spell it out: tell them exactly what they have to do
In conclusion to this chapter…
2 Capture everyone’s attention
Talk their language and pique their curiosity
Talk less – but differently
In conclusion to this chapter…
3 Spell it out in words of one syllable
Don’t just give information: tell a story
Spell it out: show them they must act
In conclusion to this chapter…
They don’t believe that the problem exists
They don’t believe in the solution
The decision taken conflicts with some of their interests or values
Come on! Put yourself in their shoes for a minute
Stop moaning and set an example
Sorting things out from the top down: get your middle managers onside first
Open the windows: let your message come from outside, too
Hold your head up high and appeal to values
In conclusion to this chapter…
5 Provide an emotional spark
Right, they’ve understood! Now it’s your turn
Appreciate they need to be appreciated: they’ll appreciate it
Minds switched on? Now win their hearts
Sparkle and be on top of your game
In conclusion to this chapter…
6 Lift them out of their comfort zone
Reshuffle the pack to change their hands
Stop using old language: change your vocabulary
Inspire dreams and celebrate new champions
Be a guru and introduce new rituals
In conclusion to this chapter…
7 Let talent out of the closet
Where possible, make training courses obsolete
If training is required, train everyone immediately
In conclusion to this chapter…
8 Make excellence contagious
Be a meddler and identify the habits of top performers
Don’t be prescriptive: offer them options from a menu
Adopt the toothbrush strategy: no debate, just daily application
In conclusion to this chapter…
9 Treat your middle managers like VIPs
Middle management: one of the worst jobs in the world
Make them feel special: build a community
Go by the stars if you wish, but make sure you give your middle managers a GPS
Make fewer enemies and more allies
In conclusion to this chapter…
Hunt down mistaken priorities
You have to talk the talk and walk the walk
Put a new deal in their hands
In conclusion to this chapter…
Why do your managers feel that you are asking too much of them?
Standardizing performance levels: another red herring
Assigning individual targets: often a truly bad idea
Stop ticking boxes: compare progress
Push the best to become even better
In conclusion to this chapter…
12 Make execution your trademark
Make execution your primary focus
Avoid stagnation: appoint managers who drive progress forward
So how do you select your future managers?
Make doing nothing impossible
Stop relying on your memory
In conclusion to this chapter…
Covey, or the importance of initiative
Berne, or the choice of life position
Koestenbaum, or the acceptance of the challenge
Descarpentries, or the inverted pyramid
Leading Strategy Execution
：How to Engage Employees and Implement Your Strategies
Disclaimer: Any content in publications that violate the sovereignty, the constitution or regulations of the PRC is not accepted or approved by CNPIEC.
