Move : How Decisive Leaders Execute Strategy Despite Obstacles, Setbacks, and Stalls.

Cover -- Title Page -- Copyright -- Contents -- Introduction: Why Great Strategies and Change Initiatives Fail -- Strategy Without Execution = Talking -- Mid-Level Manager Stall -- Decision Stall -- Resource Stall -- Organizational Angst -- Why I Wrote MOVE -- A Note About Change vs. Transformation -- The Change Equation -- But the Harder Part Is in the Middle -- ``Are We Still Doing This?´´ -- Doing Something Different -- MOVE -- M Is for the Middle -- O Is for Organization -- V Is for Valor -- E Is for Everyone -- Why Should You Read MOVE? -- This Book Is Not Academic -- Part 1: M = The Middle: Where Transformations Either Happen or Get Stuck -- Chapter 1: The Beginning of the Middle: Why New Strategies Stall After the Exciting Kickoff -- What Everyone Is Thinking -- Tell Me If You've Been in This Meeting -- A Good Strategy Describes What You Will Do During the Middle -- Leaders: Execution Is Not Beneath You -- Team: Don't Wait-Start Helping -- Chapter 2: Concrete Outcomes: Stop Admiring the Problem and Define Some Specific Actions -- What Everyone Is Thinking -- What Happens in the Middle, Exactly? -- Moving from Big, Vague End Goals to Actionable Strategy -- Talk vs. Action -- Describing the ``Situation´´ -- Situation vs. Outcome -- Outcome vs. Next -- Describe What It Looks Like When It Is Working -- Trap: Avoiding Action-``But It Doesn't Solve the Whole Problem´´ -- Drive Forward Momentum by Getting Concrete and Specific -- Caution: Concrete Conversation About Outcomes Will Cause Conflict -- Chapter 3: Timing and Momentum: Maintaining a Sense of Urgency for a Long Time -- The Forecast Is Hazy . . . -- What Everyone Is Thinking -- Focus on Mid-Term Checkpoints -- Stage the Mid-term Checkpoints Out Over a Timeline -- ``What Will We See?´´ -- Example: ``Sell Higher´´ -- Shine a Spotlight on the Middle, Consistently . . . for a Long Time.

Create a Timeline -- Building Your Communications Timeline -- Chapter 4: Control Points: Metrics That Drive Action on the Right Things -- How Do We Measure Success? -- What Everyone Is Thinking -- Good Measures and Bad Measures -- Bad Customer Service Measure #1: Measuring Speed -- Bad Customer Service Measure #2: Measuring Quantity -- Defining Good Measures/Behaviors -- Limping Cows and Control Points -- What Are Your ``Limping Cows´´? -- Customer Experience Example: Control Point = ``Fun in 15 Minutes´´ -- Pipeline Example: Control Point = Number of Successful Pilots -- Marketing Example: Control Point = Sales Reps Can Close a Deal Faster/Easier -- Cross-Functional Magic -- It's Okay If It's Hard to Measure -- Chapter 5: Resource Reality: Your Strategy Is Where You Put Your Resources -- What Everyone Is Thinking -- Resource Reality -- Remember, Great Isn't cheap -- Show the Scope of the Journey -- Show the True Cost of Improving -- Chapter 6: Don't Sign Up for the Impossible -- What If They Tell You to ``Do It Anyway´´? -- Caveat: Generally, It's Really Important to Be Self-Funding -- But . . . You Still Can't Do the Impossible -- What Everyone Is Thinking -- This Can't Be Done -- Turtles All the Way Down -- Pick the Right Revenue and Expense Target -- Do What You Can -- What Could We Do? We Did What We Could -- Something Must Get More Money -- Chapter 7: Sponsors and Enemies: Reduce Your Personal Risk -- Support and Sabotage -- 1. I Don't Have Time to be Self-Promoting -- 2. I Believe Everyone Still Supports My Strategy -- Achieving Sponsorship -- Part 2: O = Organization: Are You Leading the Team You Have or the Team You Need? -- Chapter 8: The Right Team: The Fundamental Ingredient for a Highly Effective Team -- What Everyone Is Thinking -- There Is No Effective Antidote for the Wrong Team -- A Team That Is Ready to Move.

A Lesson from the Dogs -- Just Remove the Brake! -- Are All of Your Managers Good Managers? -- Note to Leaders Making Changes: Are You Leading the Team You Have or the Team You Need? -- Note to Everyone Whose Job May Change: What Happens to Your Role Now? -- Chapter 9: Organize for Outcomes: Create the Ideal, Blank-Sheet Org Chart -- What Is the Business Motivation for Organizational Change? -- The Ideal, Blank-Sheet Org Chart -- The Hard Part -- It's Not Personal -- Some of My Own Lessons About Reorganizations -- Note: Building a Team on Strengths -- Your Ideal Team Is Only the Right Team for You -- Note: Innovation vs. Legacy -- Note: Incumbents and Strong Personalities -- Don't Forget About Redefining Your Own Box! Prepare Yourself -- Do an Honest Assessment -- Chapter 10: The People: How to Attract the Right People and Eliminate the Wrong People -- The Right People: Always Be Recruiting -- Be Smarter Than I Am, Please -- Your Team Should Make You Bigger -- Smart People Hire Smart People -- Hire for Creative Problem Solving -- Five Common Hiring Mistakes: Do's and Don'ts -- 1. Admiring a Past Accomplishment Too Much -- 2. Putting Too Much Stock in Advanced Degrees -- 3. Considering Only Experience, Not Advancement -- 4. Falling in Love with the Personality over the Capability -- 5. Failing to Check References -- How to Hire a Star -- Experience vs. Everything Else -- Stars Are Not Easy Hires -- Stars Are Not Easy to Find -- The Wrong People: How to Eliminate the People Who Are Impeding Progress -- This Person Is Driving Me Crazy! -- What Everyone Is Thinking -- Does This Person Need to Go? -- Can't or Won't -- Find Out -- Intentions Are Important -- Benefits of Removing ``Won'ts´´ from Your Team -- Bullies -- Everyone Is in the Biggest Job They've Ever Had -- The Right Team Will Get You There.

Chapter 11: Building Capacity: Performance Management and Delegating for Development -- What Everybody Is Thinking -- Always Be Growing -- Performance Management -- Who's with Me? Connecting Performance with Transformation -- The Goal: No Surprises -- What Everyone Is Thinking: -- Regular Review -- Delegating = Developing -- Develop High Performers Like Successors -- Failure Is the Key to Delegating -- Fail Small or Fail Big -- Pick Your Battles -- Everybody Up! -- Chapter 12: Unstructured Conversation: How to Drive Personal Accountability and Belief -- The Value of Unstructured Conversation -- ``Make It So´´ -- Real Engagement Is Always Personal -- ``What Do You Really Think?´´ -- Know for Sure That You Are All Aligned -- Start the Conversation Before the Official Planning and Budgets -- Chapter 13: Stop Having Status Meetings: Go Faster and Reduce Risk -- What Everybody Is Thinking -- Status Meetings Cause More Problems Than They Solve -- What to Do Instead of Status Meetings -- An Alternative Way to Track Status -- Find the Control Points -- Create a Useful Tracking Framework and Process -- Have a Different and Better Meeting -- Better Things to Do in Your Staff Meetings -- Laughter -- Chapter 14: Virtual and Remote Teams: Optimizing Performance and Results from Afar -- What Everyone Is Thinking -- Optimizing Your Work-from-Home Policy -- Have a Plan for Both Individual and Team Productivity -- What Does the Team Need? -- What Do Individuals Need? -- Approve Specific Work-from-Home Days -- Consider Mondays -- Providing Flexibility Is a Good Thing -- Motivating Virtual Teams -- Virtual Team Building (Literally) -- How to Do Remote Team Building -- Improve the Quality of Communications -- Use Writing in Parallel with Social Media -- Have Better Virtual Meetings -- Advice for the Remote Individual -- Exert Your Presence from Afar.

Chapter 15: Getting People to Actually Care: Engagement and Context -- What Everyone Is Thinking -- If People Don't Care on A Personal Level, They Won't Move -- The Dreaded Mission Statement -- The Trick Is That You Actually Have to Care -- What If You Don't Care? -- Create Context and Meaning -- Make Every Job Matter -- Part 3: V = Valor: Facing the Hardest Stuff with Courage and Persistence -- Chapter 16: Mission Impossible: Dealing with Obstacles, Fear, and Imposter Syndrome -- What Everyone Is Thinking -- Welcome to Being a Leader -- Four Things That Will Help You Feel Less Crazy and Stressed -- 1. It's Okay to Be Scared -- 2. Do What Is True for You -- 3. Use Mentors and Experts -- 4. The Parallel Universe Exercise -- It's Hard to Stick to a Transformation Through the Long Middle -- Chapter 17: Burn the Ships at the Beach: How to Keep Moving Forward When No One Wants To -- What Everyone Is Thinking -- ``Burn the Ships at the Beach´´ -- Say What You Mean and Defend It -- Don't Change Your Mind -- Guard the People Who Are Doing the Right Thing with Your Life -- Pick One Thing at a Time -- Don't Lose Your Nerve -- Don't Get Bored or Tired -- Chapter 18: Too Busy to Scale: Use Ruthless Priorities to Enable Growth -- What Everyone Is Thinking -- Problem #1: Addicted to Busy -- Problem #2: Doing Too Many Things -- Problem #3: Being Too Reactive -- How to De-Risk the Most Important Actions -- What Everyone Is Thinking -- Ruthless Priorities -- Communicate (a Lot) About Your Ruthless Priorities -- Conflicting Ruthless Priorities -- Chapter 19: Detail: The Momentum Killer: Manage Outcomes Instead -- The Cost of Detail -- Never Move Detail Up -- Deal with Your Addiction -- What About Google and Microsoft? -- Keep Control of the Outcome, But Free Yourself Up from Inspecting the Details.

Chapter 20: Clarity and Conflict: Expose and Master Necessary Conflict-Don't Avoid It.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.