A Quote by Lawrence Bossidy
Execution is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.
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The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy.
Leadership is helping yourself and other people achieve goals. The ability to direct your life to get the results you want is leadership.
Doing the right thing is important, which is where strategy comes in. But doing that thing well—execution—is what sets companies apart. After all, every football play is designed to go for a huge gain. The reason it doesn’t is because of execution—people drop balls, miss blocks, go to the wrong place, and so forth. So, success depends on execution—on the ability to get things done.
You basically get what you reward. If you want to achieve the goals and reflect the values in your mission statement, then you need to align the reward system with these goals and values.
Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. Those who execute always have the upper hand.
In its most fundamental sense, execution is a systematic way of exposing reality and acting on it. Most companies don't face reality very well. ... Realism is the heart of execution, but many organizations are full of people who are trying to avoid or shade reality. Why? It makes life uncomfortable.
Achieve self-mastery over your thoughts, and constantly direct them toward your goals and objectives. Learn to focus your attention on the goals that you want to achieve and on finding ways to achieve those goals.
I'll work hard to achieve goals and results.
The essence of strategy is to align your ends with your means: to match your goals and your resources.
To achieve satisfactory investment results is easier than most people realize; to achieve superior results is harder than it looks.
What got repressed-sometimes viciously repressed-by the strategy-concept makers, consultants, and data gatherers was a consciousness of people and their importance in the creation and execution of any strategy.
We believe this combination of excellence in operations and strong execution of our strategy is critical to achieve our vision. We will continue to focus on both in future as well.
Team and individual goals are great, but not understanding how we achieve those goals and the work it's going to take to achieve those goals, if you don't understand that process, then it doesn't matter.
One of the problems many leaders report is a gap between strategy and execution. Usually this "gap" arises because the so-called "strategy" is a set of financial performance goals, not an approach to overcoming challenges. The two key ways to narrow this gap are to avoid bad strategies that fail to explain how to proceed and to establish a proximate objective - something which can be accomplished and which will open the door to further progress.
Though we may have desires or bold goals, for whatever reason, most of us don't think we can achieve something beyond what we're qualified to achieve. Why, I ask, do we let reality interfere with our dreams?
A real strategy is a coherent mix of policy and action designed to overcome a significant challenge. So a sensible employee might indeed say that they have no idea what the organization's strategy is - because it seems to have none. Senior managers' so-called "strategies" are heavy with aspirations and goals, but light on how resources and strengths will be combined to achieve them.
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