Reflect and write a short 150-200 word reflection addressing the following questions:

• What did you think about while participating in the journal as it pertains to your current workforce or personal environment?
• What attitudes, skills, and concepts have you gained from participating in the journal?
• What did you know before and what did you learn in the journal about Execution?
• What did you learn in the journal that you won't forget tomorrow about Execution?

sir, please write the answers from the reading I have send u.

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Essentials of Management EXECUTION COURTESY OF VARIOUS WALL STREET JOURNALS Page 1 of 3 Day-to-day task of implementing your vision, strategy, and goals Which is more important: Having the right strategy? Or executing well on that strategy? Strategy and execution are equally important. Without strategy, execution is aimless. Without execution, strategy is useless. Ultimately, strategy and execution have to become part of the same process. You cant separate the two. The person formulating the strategy also needs to be the person leading the execution. The two cant be separate. The first three requirements for successful execution tie directly to the mission, strategy, and goal process. To have strong culture of execution, you need: Clear goals for everyone in the organization, that are supportive of the overall strategy; A means of measuring progress toward those goals on a regular basis; and Clear accountability for that progress Beyond that, good execution requires constantly facing up to reality. An organization that executes well is on that is constantly staring the facts in the face. It doesnt spend a lot of time engaged in wishful thinking, or papering over problems, or trumpeting good news while hiding the bad. In a company with good execution, managers are constantly forcing the organization to face reality and deal with it. For example, if the meeting consists of a long PowerPoint presentation filled with slides purporting to show all the wonderful things the presenting group has done; if others in the meeting sit quietly throughout, unwilling to ask questions or poke holes knowing their own presentation will soon follow; if everyone leaves the meeting with no clear sense of what will happen next, then you have every reason to be concerned. This has all the hallmarks of a culture that tolerates poor performance. On the other hand, if the presentation is short and to the point; if the presenter clearly highlights both successes and failures, opportunities and risks; if others feel free to question and debate the presentation; if there is a common understanding among everyone in the room on goals and timelines: and if all leave the room with a clear sense of what needs to happen next and who needs to do it, then you are likely witnessing a strong culture of execution. If a manager sits silently as the presenter does a hard-headed critique; as others freely weigh in; and as everyone leaves with a clear sense of goals timelines, and next steps, then the manager is doing the job. He or she has created a successful culture of execution that can govern itself. Only the leader can set the tone of the dialogue in the organization. Dialogue is the core of culture and basic unit of work. How people talk to each other absolutely determines how well Essentials of Management EXECUTION COURTESY OF VARIOUS WALL STREET JOURNALS Page 2 of 3 Day-to-day task of implementing your vision, strategy, and goals the organization will function. Is the dialogue stilted, politicized, fragmented, and butt-covering? Or is it candid and reality-based, raising the right questions, debating them, and finding realistic solutions? If its the former as it is in all too many companies reality will never come to the surface. If it is to be the latter, the leader has to be on the playing field with his management team, practicing it consistently and forcefully. Culture is a complicated concept. It means different things to different people. Lets boil it down to two concepts that are keys to a successful organization: a culture of action, and a culture of candor. CREATING A CULTURE OF ACTION Weve all seen this in operation. Someone comes into a room, excited about a new idea, and almost immediately others begin to pick it apart, thats not our way of doing things, we dont have the resources to do that, Weve tried that before. The most likely outcome: nothing changes. Thats why a key step in creating a successful culture of execution is creating a bias toward actions. People who make things happen need to be praised and rewarded. People who dont should be coached to change or weeded out. Unless people feel free to make mistakes, they will not feel free to take bold actions. In many companies, the standard operating procedure is: Do it fix it, try it. The key is to encourage experimentation, encourage the group to find a way to test the concept, at relatively low cost: Ready, fire, aim. CREATING A CULTURE OF CANDOR There are many different terms for it transparency, integrity, honesty, full disclosure, facing reality whatever you call it; it appears to be at the core of all great organizations. The first step toward creating a culture of candor is to ensure a free flow of information. That doesnt mean everyone needs to know everything; but it does mean that critical information must get to the right people at the right time and for the right reason. The organizations effectiveness depends on it. SHOULD MICROMANAGEMENT BE AVOIDED? A culture of execution requires you, as the manager to put the problem in reverse, how do you keep you worries about micromanagement from preventing necessary attention to the details of execution? There is no simple answer. Essentials of Management EXECUTION COURTESY OF VARIOUS WALL STREET JOURNALS Page 3 of 3 Day-to-day task of implementing your vision, strategy, and goals As a manager, you need to trust your subordinates to do the job youve asked them to do. If they feel you are breathing over their shoulders all the time, theyll inevitably become discouraged and disempowered and will perform poorly. You need to ensure that goals and timelines are being met, and you need to be prepared to take action when they arent. To review: Set concrete goals in conjunction with your subordinates, so that you and they have a clear, common and mutually accepted understanding of what needs to be done, in some detail. Make sure those goals are both attainable and measurable, and hold your subordinates accountable for their progress on a regular basis. Insist on a culture of action rather than inaction, bureaucracy, butt covering or excessive analysis. Insist on a culture of candor, so you and your subordinates both know whats working, what isnt, and what the consequences are. Make sure information flows freely in both directions. If you do these things, the micromanagement conundrum is likely to disappear. Youll have the confidence that you know whats happening in the organization: and theyll know what they need to do to avoid the discomfort of being second-guessed.