Praise for Closing the Execution Gap
"I got half way through the introduction and was hooked. The book's premisestrategic thinking used to be a leader's main focus but surprisingly that's not enoughgave 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 itas 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.
Keywords: factors for executing plans, factors for executing initiatives, five factors for effective execution of plans, five factors for effective execution of initiatives, seven things to close execution gap, closing the execution gap, clear and appealing vision, realistic and feasible strategy, engaged employees, quality products and services, and focus on the customer, structure and systems that support the strategy, coordination and cooperation across levels and departments, involving and empowering people at all levels, ability to manage change, leader behavior aligned with values and objectives, what is culture, values and norms, translating an abstract idea into a tangible concept, behavior and operating practices, characteristics and elements of a culture of execution, Hewlett Packard, Costco, Federal Aviation Administration, GM