3. Execution Defined Execution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring ACCOUNTABILITY.

4. To understand Execution, you have to keep three points in mind: 1.Execution is a discipline, and integral to strategy 2.Execution is the major job of management 3.Execution must be a core element of an organization’s culture

5. How must the culture change? The Culture must change to one of :ACCOUNTABILITY and COLLABORATION.

6. What exactly does a leader who’s in charge of Execution do? Building Block ONE The Leader’s Seven Essential Behaviors 1.Know your people and your business 2.Insist on Realism 3.Set clear goals and priorities 4.Follow through 5.Reward the doers 6.Expand people’s capabilities 7.Know yourself

7. Building Block Two Creating the Framework for cultural change Accountability Informal Communication

8. Accountability We need to change people’s behavior so that they produce results by: First-you tell people clearly what result’s you’re looking for. Next-you discuss how to get those results by COACHING. Then-you reward people for producing those results If they come up short, you provide additional coaching, withdraw rewards, give them another job, or let them go. When you do these things, you create a culture of getting things done!

9. Informal Communication You cannot have an Execution culture without robust dialogue-one that brings reality to the surface through openness, candor, and informality. Formality suppresses dialogue, informality encourages it. Finally, robust dialogue ends with closure. People agree about what each person has to do and when.

10. Building Block Three “The job no leader should delegate- having the Right people in the Right Place” Management Development must be a core competency!

11. WHY? High performers know how to: Execute Delegate Trust Empower

12. The Three Core Processes 1.People-Who? 2. Strategy-Where? How? 3. Operations- The Path!

13. The People Process Who?

14. Importance of The People Process “The People process is more important than either the strategy or operations process.” “If you don’t get the People process right, you will never fulfill the potential of your business.”

15. Human Resources Role “In this new role, HR becomes recruitment- oriented and a far more powerful force for advancing the organization than it was in its typical staff function”.

16. Summary of The People Process “If a company has the right people, in all likelihood its strategies will be in sync with the realities of the marketplace, the economy, and the competition.”

17. The Strategy Process (The PLAN) Where? How?

18. Components of the Strategy Process The strategy must address the HOW’s The strategy must be “Boundaryless” (There must be collaboration) The strategic plan must be an action plan The strategy must be built and owned by the people who will “execute” it Milestones must be established (This is the 90 day plan component)

19. Questions you need to ask? Do we have the organizational capabilities to Execute the plan? What are the pluses and minuses of alternatives? Can you adapt the plan to changes in the business environment? What do you need to do in the short term to make the plan work in the long term?

20. The Operations Process The Path !

21. The Operating Plan Includes: “the programs your business is going to complete within one year to reach the desired levels of such objectives as earnings, productivity, sales growth.” “you identify clear targets, and hold people accountable for hitting those targets”

23. EXECUTION Training My Goal:___________________________________________________ ________________________________________________________ ________________________________________________________ My Execution Plan:________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________