Hope Is Not a Strategy: Simple Solutions for Doing Business in the 21st Century

Front Cover
Dog Ear Publishing, 2008 - Business & Economics - 156 pages
LEADERSHIP, its roles and the responsibilities of the position! PROCESS and the importance of its effectiveness to all LEADERS! That's what "HOPE IS NOT A STRATEGY" is about and what makes it different than the other leadership books on the market today. Just because you are in a leadership position does not anoint you as an effective leader. Having an understanding of the roles and responsibilities of the leadership continuum, and knowing how to effectively navigate through the challenge of setting a direction for an organization while providing the road map to get there is what makes the difference between success and failure. "HOPE IS NOT A STRATEGY" provides tools needed for this process! Whether you are leading a Fortune 500 organization or are an entrepreneur you need effective processes that are the "how to's" to support your vision/mission, and strategy! "HOPE IS NOT A STRATEGY" is about changing the way you think and the outcome you can expect in your business venture. Theodore V. (Ted) Gee Jr. is a proven leader, with global experience in multiple business environments that has operated at the direct, operational and strategic levels of leadership. He has been highly successful leading in various Fortune 500 companies where change, start ups, and growth opportunities were in great demand. He served as an officer in the United States Army, and then worked his way up the corporate ladder from front line production supervisor, to Chief Operating Officer and as a President within a multibillion dollar industry pacesetter.
 

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Contents

WHO IS IN CHARGE
2
DEFINING LEADERSHIP
7
FINDING AND TRAINING LEADERS
12
TIMEGRADE AND THE SILVER BULLET
14
THE LEVELS ROLES OF LEADERSHIP
20
LEADERSHIP AND PROCESS
27
The Organizational Journey
41
VISIONMISSION
43
COMMUNICATIONS
107
PUTTING IT ALL TOGETHER
112
Appendix
117
SIX SIGMA ACRONYMS
118
LEAN ENTERPRISE
122
LEAN DEFINITIONS OR ACRONYMS
123
LEAN METHODOLOGIES
125
LEAN TOOLS
126

STRATEGY
45
CURRENT STATE OF THE BUSINESS
55
SYSTEMS
72
3YEAR STRATEGY MATRIX PROCESS
76
INSTITUTING CHANGE
83
THE BUSINESS OPERATING SYSTEM
85
AFTER ACTION REVIEW
100
LEAN FORMULAS OR CALCULATIONS
131
STRATEGY MATRIX
133
ROAD MAP
134
30 60 90 DAY PLAN
135
COMMUNICATIONS PLAN
136
END NOTES
137
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