Оглавление
Azzarello Patty. Move
INTRODUCTION. WHY GREAT STRATEGIES AND CHANGE INITIATIVES FAIL
Strategy Without Execution = Talking
Why I Wrote MOVE
A Note About Change vs. Transformation
Doing Something Different
MOVE
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
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
Drive Forward Momentum by Getting Concrete and Specific
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
“What Will We See?”
Shine a Spotlight on the Middle, Consistently…for a Long Time
Create a 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
Limping Cows and Control Points
What Are Your “Limping Cows”?
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
CHAPTER 6. DON'T SIGN UP FOR THE IMPOSSIBLE
What If They Tell You to “Do It Anyway”?
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
Something Must Get More Money
CHAPTER 7. SPONSORS AND ENEMIES. REDUCE YOUR PERSONAL RISK
Support and Sabotage
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 Lesson from the Dogs
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
Some of My Own Lessons About Reorganizations
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
Five Common Hiring Mistakes: Do's and Don'ts
How to Hire a Star
The Wrong People: How to Eliminate the People Who Are Impeding Progress
Does This Person Need to Go?
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
The Goal: No Surprises
Delegating = Developing
Failure Is the Key to Delegating
Everybody Up!
CHAPTER 12. UNSTRUCTURED CONVERSATION. HOW TO DRIVE PERSONAL ACCOUNTABILITY AND BELIEF
The Value of Unstructured Conversation
Real Engagement Is Always Personal
CHAPTER 13. STOP HAVING STATUS MEETINGS. GO FASTER AND REDUCE RISK
What Everybody Is Thinking
Status Meetings Cause More Problems Than They Solve
An Alternative Way to Track Status
Better Things to Do in Your Staff Meetings
CHAPTER 14. VIRTUAL AND REMOTE TEAMS. OPTIMIZING PERFORMANCE AND RESULTS FROM AFAR
What Everyone Is Thinking
Optimizing Your Work-from-Home Policy
Motivating Virtual Teams
Advice for the Remote Individual
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
Create Context and Meaning
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
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”
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
Conflicting Ruthless Priorities
CHAPTER 19. DETAIL. THE MOMENTUM KILLER: MANAGE OUTCOMES INSTEAD
The Cost of Detail
Never Move Detail Up
Deal with Your Addiction
CHAPTER 20. CLARITY AND CONFLICT. EXPOSE AND MASTER NECESSARY CONFLICT – DON'T AVOID IT
What Everyone Is Thinking
Uncertainty Is Expensive
Exposing and Resolving Necessary Conflict
The Team Will Never Make Trade-Offs
CHAPTER 21. DECISION STALL. ACCELERATE EFFECTIVE DECISION MAKING
What Everyone Is Thinking
What Everyone Is Thinking
Are You Implementing Your Strategy or Studying It?
Getting Actual Feedback: Theory vs. Practice
The Cost of Requests
Consensus vs. Command
Debate vs. Go
CHAPTER 22. TRACKING AND CONSEQUENCES. HOW TO IDENTIFY AND RECOVER FROM SETBACKS
What Everyone Is Thinking
When Nothing Happens
Enforcing Consequences
Develop Better Habits on Small Things
The Gap Between Committed and Done
Hire Your Hero
PART 4. E = EVERYONE. YOU CAN LEAD A TRANSFORMATION FROM THE TOP, BUT YOU CAN'T DO A TRANSFORMATION FROM THE TOP
CHAPTER 23. CONVERSATION. CHANGE HOW YOU COMMUNICATE TO MAKE YOUR STRATEGY STICK
What Everyone Is Thinking
Telling Does Not Equal Communicating
Conversation vs. Communication
Conversation Creates Forward Momentum and Safety
Conversation Drives Action
Your Conversation
CHAPTER 24. DECORATE THE CHANGE “YES, WE ARE REALLY DOING THIS”
What Everyone Is Thinking
A Story About a Goat
Decorating the Change
Decorate the Change Through the Middle
Every Little Bit Helps
CHAPTER 25. TOP-DOWN COMMUNICATIONS. WHY PEOPLE DO AND DON'T LISTEN
What Everyone Is Thinking
Getting Initial Buy-in
Regular Updates from You, the Leader
Communicate 21 Times
Show That the Leadership Team Is Aligned
CHAPTER 26. LISTEN ON PURPOSE. FINDING THE INSIGHTS THAT MAKE YOU BRILLIANT
What Everybody Is Thinking
Never Count Only on Filtered Information
See What You Are Missing
Keep Your Team on Track Through the Middle
Get Access to the Best Ideas
Building Your Pipeline of Good Ideas
Are You Listening?
Some Leaders Resist Listening
CHAPTER 27. SHARING INFORMATION. COMMUNICATING ACROSS ORGANIZATIONAL SILOS
People Feel Uninformed
What Everyone Is Thinking
Bridging Across Silos
Everyone: Share What You Know
The Big “Aha”
Idea to Revenue in 16 Weeks
Structured Communication
Just Crazy Enough to Work
Sharing Information on Purpose
Internal Social Sharing Tools
CHAPTER 28. POWER AND TRUST. HOW TO MAKE PEOPLE FEEL LIKE SUPERHEROES
What Everyone Is Thinking
How to Build Genuine Loyalty and Not Be a Jerk
“Imagined-Power” People
“Real-Power” People and Respect
Treat People Like People
Don't Guess What People Care About, Ask Them
Acknowledge That People Have a Life Outside of Work
Create a Process for Recognition
Make It Personal
Make People Feel Like Superheroes
You Can't Achieve a Transformation Without Trust
ACKNOWLEDGMENTS
RESOURCES
ABOUT THE AUTHOR
