Execution: The Discipline of Getting Things Done

Rating:
Summary: Execution writers should be executed
Review: What a miserable, empty tome.

Could be expressed in a minor size Inc article.

Repetitive and full of filler, throwing around sweeping generalizations with little of practical value that will change the reader's approach to management.

Would NOT recommend.

PS---Many favorable reviews of business books are written on request of the authors by other cronies in the business of writing business books. Caution is advised.

Rating:
Summary: Execution Is One Half Of A Good Book
Review: Execution is basically two books: The Building Blocks of Execution and The Processes of Execution.

The Building Blocks were intriguing. Stimulated a lot of discussion. One hundred forty-or-so pages worth reading. 4 stars.

The Processes filled the usual 265 page contract. Painful. 2 stars.

Business readers will save time and (possibly) buy more books when publishers stop paying by the pound.

Rating:
Summary: Manage or lead? Bossidy says leaders must manage!
Review: Bossidy's Execution was one of five books assigned for a seminary leadership course. Yes, churches have come to realize that intelligent management practices are applicable to religious organizations.

The author's basic premise is that the old Leadership vs. Manager dichotomy is a false one. Visionary leaders who are "hands off" set their organizations up for failure. The tendency of departments is to promote their own agendas and cover their weaknesses. Those who oversee them must know enough about the people and activities under their charge to catch when things are going wrong. Further, true leaders need to be involve themselves in the details enough that they are setting the agenda, rather than allowing components of the organization to set disparate ones.

Proper execution is the current business buzz and trend. Yet, there is validity to the notion that leaders need to direct key details as well as the big vision.

Bottom-line: Execution was clearly geared for the business world. Yet the basic argument that leaders must dream dreams, but also direct the primary details, is important. For us non-business leaders, this may not be an enjoyable read. We overlook the author's warnings at our own peril, however. Bossidy offers us a leadership set of side and rearview mirrors--allowing us to see our blind spots.