“Marriott was founded on the philosophy ‘Take care of your employees and they’ll take care of your customers.’ (Location 29)

“You don’t have a strategy problem, you have an execution problem! (Location 44)

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So long as the environment remains pretty much the same as leaders understood it, the template was likely to produce results. But herein lies the failing or challenge. i.e. the market forces now change at a faster rate than the planning horizon. Welcome to the VUCA (Volatility, Uncertainty, Complexity and Ambiguity) world which is gaining increasing Raplexity (Rapid change with Enhanced Complexity). (Location 250)

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The key here is to create a Culture of Execution and maintain focus on your Wildly Important Goals. (Location 275)

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But just because the leaders know and have communicated what needs to be done, it does not mean that the front line understands it or will do it. (Location 295)

Where we have worked with organizations, teams and individuals with only two–three goals at a time, those goals have been achieved with excellence. Any more than that usually results in only incremental benefits. (Location 340)

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Clarity means that every individual in the organization has line of sight to what its Wildly Important Goals are, and knows what she needs to do to contribute directly and substantially to its achievement. (Location 341)

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People do not engage fully unless they have bought into their goals. The practice of communicating goals downwards does not create commitment. We believe commitment to goals comes from having a stake in success. (Location 344)