Closing the Execution Gap: How Great Leaders and Their Companies Get Results

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John Wiley & Sons, May 11, 2010 - Business & Economics - 256 pages
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Praise for Closing the Execution Gap

"I got half way through the introduction and was hooked. The book's premise—strategic thinking used to be a leader's main focus but surprisingly that's not enough—gave me confidence that my efforts to drive execution are not in vain. Many of the challenges that Lepsinger describes are exactly what we are experiencing and Closing the Execution Gap gave me a way to organize my thinking into actions I will take at my company. I plan to buy copies for my entire team." Mark Miller President and CEO, New Horizons Worldwide

"Closing the Execution Gap is quick hitting and current. Lepsinger's 'how to' style is easy to read and apply. The examples jumped out and kept me interested and I got value out of every chapter. Companies that are interested in developing managers will use this book the way I intend to use it—as a practical guide to effective execution." Bernard Flynn President and CEO, NJM Insurance Group

"As compared to many leadership books, I found Closing the Execution Gap to be refreshingly practical. I advise the reader to have their yellow highlighter at the ready. I especially liked the forthright analysis and recommendations that came with the author's look at the critical area of accountability." Harold Scharlatt Design and Delivery Manager, Center for Creative Leadership

"Closing the Execution Gap has excellent information and insights that are well connected to meaningful bodies of research. Lepsinger hones in on tangible, real-world problems that many leaders will recognize and then offers practical solutions.?Line managers and Learning and Development professionals will find this book of interest because it captures the critical concepts that make an organization and its people successful." Craig DinsellEVP and Head of Human Resources, Oppenheimer Funds, Inc.


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Yes There Is an Execution Gap‚ But That‚ s Only the Tip of the Iceberg
Maybe Not So Wise
GapClosers That Make the Difference
The Bottom Line
A Brief Look at Strategic Planning
Vision and Standards of Excellence
Aligning Projects and Programs with Strategy
An Execution Essential
The Importance of Change Talk
The Bottom Line
The Human Struggle
Encouraging and Sustaining Cooperation
How to Gain Support and Resolve Conflict
The Bottom Line
Integrate the Leader and Manager Roles
Clarify Assumptions and Priorities

The Bottom Line
Proof That Expectations Drive Performance
Breaking the Cycle
The Bottom Line
What Is Accountability Anyway?
Why We Should Hold People Accountable ‚ and Why We Don‚ t
The Four Levels
Why We Make Excuses
Managing Accountability in Others
The Bottom Line
What ‚ Empowerment‚ Really Means
How Cognitive Systems Impact Judgment and Decision Making
So How Can We Make Better Decisions?
The Bottom Line
What TopPerforming Companies Do
What Addicts Can Teach Us About Change
The Five Levels of Change Readiness
Facilitating Change with LevelAppropriate Strategies
Understanding the Impact of Leader Behavior
Coordinate and Monitor HighImpact Actions
Get Change Management Right
Bridge Builder 1 Translate Strategy into Action
Bridge Builder 3 Hold People Accountable
Bridge Builder 4 Involve the Right People in Making the Right Decisions
Bridge Builder 5 Facilitate Change Readiness
Bridge Builder 6 Increase Coordination and Cooperation

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About the author (2010)

Richard Lepsinger is president of OnPoint Consulting and has a twenty-five year track record of success as an organizational consultant and executive. He is the coauthor of three books on leadership including Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices, The Art and Science of 360? Feedback, and The Art and Science of Competency Models, all published by Jossey-Bass/Pfeiffer.

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