QAspire

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Peter Drucker on The Effective Executive

QAspire

In that sense, anyone who thinks of the self as a leader has to be good at executing things. Probably a reason why top leaders in organizations are referred to as executives – the one who executes, not just someone with a fancy title and corner office. – Peter Drucker, What Makes an Effective Executive.

Drucker 195
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Better Execution With ‘No-Follow Up’ Culture

QAspire

In an increasingly complex work environment where execution is distributed between teams and geographies, one of the biggest wastes I have seen is “following-up on things”. The primary focus of lean organizations/teams is to “eliminate waste”.

Follow-up 190
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Quality of Planning = Quality of Execution: 7 Lessons

QAspire

Home Go to QAspire.com Guest Posts Disclaimer Quality of Planning = Quality of Execution: 7 Lessons When a project is executed, a plan is established. Then the execution begins with a great zeal. Here are 7 most important lessons I have learned on effective planning: Quality of execution largely depends on quality of planning.

Quality 132
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Change: From Vision to Execution

QAspire

Leaders establish a lofty vision for a large scale change initiative and then strategize to align the team. Sometimes, the team gets over-excited by this grand vision and get stuck. They cannot define a strategy or a plan of action that takes them closer to that grand vision. Planning for a change is a tricky [.]

Execution 174
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Measuring Right: Understanding Goodhart’s Law

QAspire

A bank executive once insisted that I do him a favor by getting a free credit card (even when I did not require it). If you don’t frame your metrics right, they can distort behaviors. He was one customer short of being eligible for a quarterly bonus. He suggested that get the card now, and as soon as I get it, I can block or cancel it.

Metrics 122
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Leadership Mindsets for a New World

QAspire

Here is an excerpt: We surveyed more than 4,000 managers and executives from more than 120 countries and conducted interviews with dozens of C-level executives, with the objective of understanding how a changing world and a changing world of work is influencing what it means to be a great leader.

Senge 253
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On Being a Heart-Centered Leader

QAspire

Businesses need a fine balance of Brain (Strategy), Soul (Human-Centered Approach) and Movement (forward motion through execution). While most organizations are good at framing strategies, execution of these strategies depend largely on softer aspects like culture, alignment, communication, learning and overall mindset of leadership.

Long-term 172