An acclaimed CEO and an advisor to senior executives and boards of directors have pooled their knowledge and experience into one guide, in which they describe the importance of being deeply and passionately engaged in an organization, and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.

Subtitle from container. Unabridged.

Part 1. Why execution is needed. 1. The gap nobody knows -- 2. The execution difference -- Part 2. The building blocks of execution. 3. Building block one : the leader's seven essential behaviors -- 4. Building block two : creating the framework for cultural change -- 5. Building block three : the job no leader should delegate--having the right people in the right place -- Part 3. The three core processes of execution. 6. The people process : making the link with strategy and operations -- 7. The strategy process : making the link with people and operations -- 8. How to conduct a strategy review -- 9. The operations process : making the link with strategy and people -- Conclusion : letter to a new leader.