By Jeffrey Pfeffer, Robert I. Sutton
Publish yr note: First released 1993
Why are there such a lot of gaps among what organizations recognize they need to do and what they really do? Why achieve this many businesses fail to enforce the event and perception they've labored so not easy to procure? The Knowing-Doing hole is the 1st booklet to confront the problem of turning wisdom approximately easy methods to enhance functionality into activities that produce measurable effects.
Jeffrey Pfeffer and Robert Sutton, famous authors and lecturers, determine the factors of the knowing-doing hole and clarify how you can shut it. The message is clear--firms that flip wisdom into motion keep away from the "smart speak trap." Executives needs to use plans, research, conferences, and shows to encourage deeds, no longer as substitutes for motion. businesses that act on their wisdom additionally cast off worry, abolish harmful inner festival, degree what concerns, and advertise leaders who comprehend the paintings humans do of their organizations. The authors use examples from dozens of corporations that exhibit how a few triumph over the knowing-doing hole, why others attempt yet fail, and the way nonetheless others stay away from the distance within the first position.
The Knowing-Doing Gap is certain to resonate with executives all over the place who fight day-by-day to make their organisations either understand and do what they recognize. it's a refreshingly candid, invaluable, and life like consultant for bettering functionality in today's enterprise.
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Extra info for The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
Acquiring a vital base of cultural knowledge and practical skills requires that leaders remain open to new learning, welcome a constant exchange of information and ideas, build a deep sense of common purpose with global counterparts, and embrace shared insights or “aha moments” that stimulate higher levels of performance. Ingrid the banker, for example, has discerned that her organization is in the midst of a major change process and has adapted both culturally and politically to become a skillful agent of change herself.
What You Can Do Be prepared to recognize high-potential talent from anywhere. Consider what you personally can do to enable the transition from an outsourcing approach to a global talent approach. For each project try to match the objectives with the right global talent, with as few intermediaries as possible. Identify and address your own skill gaps and/or blind spots. As a fast-growth-market leader: Executive presence Micro versus macro Agile leadership As a mature-market leader: Recruiting Performance management Succession planning Reach out to cultivate future leaders in your own country or in another global location who are not in the “like-me” category.
How do local customers perceive the employee's performance? How do other local employees perceive the employee's performance? What are key needs for our organization to grow in the local market, and how is this employee contributing? Personal network with customers, suppliers, government regulators Sales and marketing skills Ability and willingness to develop more junior employees Loyalty of coworkers and subordinates (who might elect to follow this leader elsewhere in the event of a transition) Ability to influence others within the local organization Resourcefulness in getting things done regardless of obstacles Succession Planning The ultimate mark of effective leadership is finding and grooming a worthy successor, while ensuring that other leaders throughout the organization are doing the same.