Preface
In my decades of teaching and practicing sound leadership principles, I have become convinced that the last thing most organizations need is another goal or vision they will miss because one or more of the following conditions exists:
- They can't execute to reach it; the execution process is nonexistent, poorly defined, or inconsistent.
- The leaders mean well but aren't competent enough to get the job done.
- The culture isn't strong enough to align with the vision.
- The team isn't capable of executing at the necessary level; members lack the talent, training, process, or guidance to get the job done.
It's Not Rocket Science is divided into parts that will address each of these issues, providing a basic, effective, and actionable blueprint for building a great organization of any size, in any arena:
Part One: Get the Process Right!
The chapters in this part provide a step-by-step process, master the art of execution (MAX), for effective execution that most organizations lack. When I teach these principles in my live seminars, I'm often told that a structured execution process is the something that leaders intuitively knew was both missing and holding them back from greatness.
This part will also introduce several new terms that apply to the MAX execution process. A glossary of terms in the back of the book serves as a quick reference for the new execution language you'll learn in Part One: the ultimate few goals (TUFs), MAX, MAX acts, personalized success profiles (PSPs), pruning, and more.
Part Two: Get the Leaders Right!
Technically this part should be the first of the four strategies presented, because if the leaders aren't right, nothing in an organization works very well for long. However, because the chapters in this part refer to the execution terminology presented in “Get the Process Right!,” it was necessary to place this part second so that readers would have a grasp of the execution concepts and terms I use in this part. This part provides real-world strategies for improving your leadership skills (your ability to shape culture, effect change, and positively affect others).
Part Three: Get the Culture Right!
This is one of a leader's primary responsibilities. In fact, if the culture doesn't support the goals and the execution process to attain them, failure is all but certain. This part lays out specific and practical steps to evaluate, build, strengthen, and protect your culture. You won't look at culture the same way after reading this part, and you're likely to approach your obligation to shape and strengthen it far differently than you do now.
Part Four: Get the Team Right!
Regardless of how talented a leader is, how strong the culture is, or how stellar the execution process may be, he or she can't achieve greatness alone. This part presents highly effective strategies for attracting, evaluating, developing, and retaining great people—strategies for building a stronger and better team.
Rocket Science Rants
Interspersed among the chapters are occasional Rocket Science Rants. They are blunt and somewhat politically incorrect pieces that endeavor to shed a no-fluff light on the subject at hand.
Although the book is divided into four intense parts (“Get the Process Right!,” “Get the Leaders Right!,” “Get the Culture Right!,” and “Get the Team Right!”), each of these parts has a number of brief chapters that get to the bottom line fast and provide you actionable and applicable strategies.
My hope is that you will benefit greatly from the commonsense, back-to-basics blueprint It's Not Rocket Science provides for building a great organization—an organization where the right things are consistently done well. Whether you are leading a business, nonprofit organization, military unit, or sports team, you will find the four simple steps for mastering the art of execution applicable and effective.
I invite you to send us updates at LearnToLead via social media throughout your journey in this book. Tweet me @DaveAnderson100: Send your favorite quote, a photo of the book or of you and the book, a thought, an idea, et cetera.
Now, although what you're about to read is commonsense, back-to-basics principles for building a great organization, please resist the temptation to race through it; instead, take your time and get much from it. Enjoy the journey!