Execution Chapter 1-3 Larry Bossidy & Ram Charan Leadership Class (taught by Ir. Hasnul Suhaimi M.B.A.)

1. Aisha (1406658484)
Allan Yuda Patria Lai Wie (1406658502)
Andriati Suryadewi (1406658540)
Bunga Ratnasari (1406658635)
Hanhan Hudaya (1406658723)

2. CHAPTER 1
THE GAP NOBODY KNOWS

3. Business leader: make
connection between execution
and result
3 points of execution:
• Execution is a discipline , and
integral to strategy
• Execution is the major job of
the business leader
• Execution must be a core
element of an organization’s
culture

4. • Execution is a fundamental to strategy and has to
shape it
• Execution: a systematic process of rigorously
discussing how's and what's, questioning, tenaciously
following through, and ensuring accountability
EXECUTION IS A DISCIPLINE

5.  Execution requires a comprehensive
understanding of a business, its
people, and its environment
 Leader must be in charge by running
3 process:
• Picking other leaders
• Setting the strategic direction
• Conducting operation
EXECUTION IS THE JOB OF THE
BUSINESS LEADER

6. • Execution has to be embedded in the reward system and
in the norm of the behavior
• Handle execution with Six Sigma process for continual
improvement
• Execution has to be part of an organization’s culture,
driving the behavior of all leaders at all level
EXECUTION HAS TO BE IN THE
CULTURE

8. Chapter 2
THE EXECUTION DIFFERENCE

9. The selection, training, and development of leaders doesn’t
focus on the capability of the leaders to do execution
Mostly, they hire an Articulate Conceptualizer
The kind of people who get caught up in the intellectual excitement
of each new big idea that comes out and adopt it with enthusiasm,
very good at grasping strategies and explaining them
WHY LEADERS FAIL?

10. ARTICULATE CONCEPTUALIZER
• They are not interested in the
“how” to get things done.
• They don’t realize what
needs to be done to convert a
vision into specific tasks,
because their high-level
thinking is too broad.

11. ARTICULATE CONCEPTUALIZER
• They don’t follow through
and get things done; the
details bore them.
• They don’t crystallize thought
or anticipate roadblocks.
• They don’t know how to pick
people for their organizations
who can execute.

12. What Leaders Should Do?
Execution!
The discipline of execution is based on a set of building blocks that
every leader must use to design, install, and operate effectively the
three core processes rigorously and consistently.
Building Blocks: (Ch. 3-5)
1. the essential behaviors of the leader
2. an operational definition of the framework for cultural change
3. getting the right people in the right jobs.

13. Building Block One :
The Leader’s Seven Essential Behaviors

14. KNOW YOUR PEOPLE & YOUR
BUSINESS
Live your business by :
• Get in touch in day-to-day
realities by visiting them
• Built personal connection
with as many employees as
possible
• Identified any problems
found during visit time

15. KNOW YOUR PEOPLE & YOUR
BUSINESS
Visit Accomplishment :
• We know what to do to
make the business better
• Built your intuitive feel for
the business and for the
people running the
business

16. Get in touch in day-
to-day realities by
visiting them
Built personal connection with
as many employees as possible
Identified any problems
found during visit time We know what to
do to make the
business better
Built your intuitive feel for
the business and for the
people running the business

17. Leader needs to
take realistic view
of the company and
compare it with
other companies
We know our
position compare to
others
We know what we
need to do
INSIST ON REALISM
Realism is about what are we doing right and wrong
in the business

18. SET CLEAR GOALS AND PRIORITIES
• Focus on very few clear priorities to achieve the goals
• Make sure they has a huge influence on day-to-day
behavior

19. SET CLEAR GOALS AND PRIORITIES
• How to translate goals into
actions :
1. Explain the goals and discuss
the implementation with
your subordinates
2. Internalize these to all over
the company
3. Set clear short-term targets
4. Execute

20. FOLLOW THROUGH
• Surfaced a conflict that
stood in the way of
achieving the targets
• Creating a follow-through
mechanism which
ensured that everyone
would indeed do what
they were supposed to do
• Routine reports
• Weekly / monthly meeting
• Evaluation

21. REWARD THE DOERS
Make it clear to everybody that rewards and respect
are based on performance
Leader should distinguish who did a
good job and who didn’t

22. EXPAND PEOPLE’S CAPABILITIES
• Regeneration  Transfer the skill and knowledge to
the next generation of leaders
• By coaching : teaching people how to get things
done

23. EXPAND PEOPLE’S CAPABILITIES
• Coaching Process :
1. Observe a person in action
2. Energize by challenge 
Give task which forces
people to think, to
discover, and to search
3. Provide feedback (which
one is good enough, which
one is need to be
improved)
4. Give them the help they
need to correct problems

24. KNOW YOURSELF
Leaders need to have emotional fortitude which
allow them to have the courage to deal with the
opposite point of view
4 core qualities that make up emotional fortitudes :
1. Authenticity : who you are is the same as what you do and say
2. Self-awareness : you know your personal strength and weakness
3. Self-mastery : you know how to manage your self on facing others
4. Humility : you admit your limit and willing to learn from anyone at
any time