The difference between what leaders want people to do and what people actually do.
Many organizations craft brilliant strategies only to watch them fail during implementation. In his seminal work The Art of Action , business advocate Stephen Bungay explores why this happens. He identifies three distinct "gaps" that prevent organizations from turning plans into results and provides a framework for how leaders can close them. 💥 The 3 Gaps of Execution
The difference between what we want to know and what we actually know.
Give teams the freedom to make local decisions within the boundaries of that intent. Encourage ownership rather than blind obedience. 🔄 Closing the Effects Gap with "Agility"
The Art of Action: How Leaders Close the Gaps Between Strategy and Execution 💡
To ensure everyone is moving in the same direction, leaders must foster alignment through back-briefing. Have teams repeat back their understanding of the intent.
Communication is imperfect. What a leader says is rarely exactly what the team hears or understands. 3. The Effects Gap
The difference between what leaders want people to do and what people actually do.
Many organizations craft brilliant strategies only to watch them fail during implementation. In his seminal work The Art of Action , business advocate Stephen Bungay explores why this happens. He identifies three distinct "gaps" that prevent organizations from turning plans into results and provides a framework for how leaders can close them. 💥 The 3 Gaps of Execution
The difference between what we want to know and what we actually know.
Give teams the freedom to make local decisions within the boundaries of that intent. Encourage ownership rather than blind obedience. 🔄 Closing the Effects Gap with "Agility"
The Art of Action: How Leaders Close the Gaps Between Strategy and Execution 💡
To ensure everyone is moving in the same direction, leaders must foster alignment through back-briefing. Have teams repeat back their understanding of the intent.
Communication is imperfect. What a leader says is rarely exactly what the team hears or understands. 3. The Effects Gap