Execution: The Discipline of Getting Things Done

Larry Bossidy and Ram Charan

Overview: In Execution: The Discipline of Getting Things Done, Honeywell CEO Larry Bossidy and management advisor Ram Charan team up to tackle the reasons why organizations have difficulty in bridging the gap between goals and results, that being the lack of execution. Although their discussion is in terms of business management, there is much that can be taken from the text and applied to everyday military operations.

• In Chapter 1, the discussion begins with the ‘gap’ ’ between a leader’s goals and the results. This gap is actually the inability of the leader to execute their set goals which results in not obtaining success. If execution is a discipline we must learn, how do we do this in the military? How do we know if we are executing to the expectations of our leaders?
• In Chapters 2 and 3, the authors propose that carefully planned execution is what makes or breaks an organization. Leaders need to be deeply involved and know their operations on a personal level. They must know their people and their capabilities. What have you seen as best practices where leaders successfully engage with their people? Which of the seven behaviors do you exhibit? Where do you see areas to improve?
• In Chapter 4, we learn about creating the right culture. Execution has to become a part of the organization’s culture through honest and thorough feedback and linking proper rewards to individual performances. In what ways do you reward your people who perform above expectations? Are you and your people willing and ready to have the robust dialogue that the authors talks about?
• In Chapters 5 and 6, the authors discuss the most important piece to the organization: people. Extremely importance is having the right people in the right positions. In the military, it is often difficult to choose whom we will have in our organization. It is possible to look at the strengths and weaknesses of the people in our organization and place them in roles that will bring them and the organizations success. How do you know they are right for the position? How do you keep your people motivated to do their jobs?
• In Chapters 7 through 9, the discussion turns to the three core processes of execution: the people process, the strategy process and the operations process. The importance of people process is the development of leaders for future positions. For those in your organization that are not achieving, how do you deal with them?
• The authors propose that the strategy process should define where the organization wants to go. It must be a plan upon which leaders can rely, but also be flexible to changes in the environment. The operations process provides the path for your people to accomplish the plan. The leader must be actively involved, but must engage/involve all parties in the plan. This synchronization ensures that any external changes will be properly handled for success. Lastly, the operating plan must deal in realities with clear targets for the organization to accomplish. How can change be made easier on our people and still ensure executing the mission? Why is dealing with realities so difficult for some leaders and organizations? How would we apply these three core processes to our mission?