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ISBN10: 1260459810 | ISBN13: 9781260459814

Ruthless Consistency: How Committed Leaders Execute Strategy, Implement Change, and Build Organizations That Win, 1st Edition

ISBN10: 1260459810
ISBN13: 9781260459814
By Michael Canic

© 2021 Published August 11, 2020

ISBN10: 1260459810 | ISBN13: 9781260459814

More information about this Print book can be found in the page section below.

$30.00
ISBN10: 1260459810 | ISBN13: 9781260459814

More information about this Print book can be found in the page section below.

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When all is said and done, a lot more gets said than done. What is the antidote to this? Ruthless Consistency.

According to Harvard Business Review, “most studies still show a 60-70% failure rate for organizational change projects—a statistic that has stayed constant from the 1970s to the present.” Drawing on his 20+ years of experience as a strategy and execution consultant specializing in midsize companies, Michael Canic helps committed leaders drive the odds in their favor. In Ruthless Consistency, he identifies the three surprising reasons most strategic change initiatives fail:

  • Leaders unwittingly send mixed messages that demotivate their people and undermine those initiatives.
  • Leaders focus on what they do instead of what their people experience.
  • Leaders are not as committed as they think they are or need to be.

The book then introduces an intuitive yet comprehensive model for success. Simply put, leaders who develop the right focus, create the right environment, and build the right team—consistently—are leaders whose organizations win. Finally, it details each element of the model and offers ready-to-apply processes, practices, techniques, and tools to make it happen. It’s a must-read for every leader who wants to implement change successfully.

    Preface 

    Introduction: When All Is Said and Done,
    a Lot More Gets Said Than Done 

    PART I
    THE REALITY
    1 First Principle: What Matters More Than
    Anything You Do Is Everything You Do 
    2 Second Principle: What You Do Is Not as
    Important as What Your People Experience 
    3 Third Principle: You’re Not as Committed as
    You Need to Be . . . Yet 

    PART II
    THE RIGHT FOCUS
    4 Stop Strategic Planning 
    5 Embrace the Joy of Pain 
    6 Climb the Right Mountain 
    7 Do Less, Use More Resources . . . No, Really 
    8 Put the “Exec” in Execute 

    PART III
    THE RIGHT ENVIRONMENT
    9 Everything Starts with Heads and Hearts 
    10 Equip Them to Succeed, Not to Fail 
    11 You’re Not a Manager; You’re a Coach 
    12 Heroic Processes, Positive Policies, and the Space
    Between the Boxes 
    13 The Value of Feeling Valued 

    PART IV
    THE RIGHT TEAM
    14 Don’t Just Recruit; Compete 
    15 Hire for What You’re Likely to Overlook 
    16 Be Selective in How You Select 

    PART V
    THE RIGHT COMMITMENT
    17 The First Enemy You Must Defeat 
    18 The Enemy That Grows Stronger by the Day 
    19 The Enemy That Poses as a Friend 
    20 There’s Commitment; Then There’s Commitment 
     Reflections: In the End, It’s You Versus You 
     
    Acknowledgments 
     Appendix 
     Notes 
     Index 


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