Execution in the middle layer

Author: (USA) Haneberg L.
Publisher:
Publish Date: 2006-01-01
Features: "Execution at the Middle" provides practical and effective guidance for managers who are constantly "swamped" with work! Currently, there are many management books targeting CEOs, but they all overlook another critical role in the organization—the middle managers. This book offers middle managers numerous immediately applicable management tools. —Marshall Goldsmith, Special Guest Mentor
"Execution at the Middle" focuses on the group that is crucial to the performance of any organization—the people in the middle, whose efforts determine whether all work in the organization succeeds. Leaders can plan beautiful strategies, but the success of the organization depends on their execution, and middle managers are the ones who decide the effectiveness of execution. This is why the book is highly valuable. —Ralph Steiner, author of "Buffalo's Rise"
I have worked with the author for many years and have never met anyone as outstanding as her. Her understanding of management exceeds everyone I know. I have finished reading "Execution at the Middle," and objectively speaking, it is the most useful, most engaging management book I have read in recent years. —Jerry Fuchs, Vice President of Marketing and Sales at Cruise Wes
A McKinsey survey shows that some companies can maintain sustainable growth and transformation, achieving higher performance, and the key factor is not senior management but a group of middle managers and professionals with transformational capabilities. Middle managers are different from ordinary employees; their abilities and qualities greatly influence all employees and even determine the success or failure of the company's development. This book elaborates in detail on how middle managers can become excellent and maintain excellence: how to achieve larger goals with less time, having more time at their disposal? How to communicate effectively with superiors, subordinates, and other managers, coordinating work? How to ensure that current operations align with organizational goals? What should be done when facing conflicting objectives such as "reducing management costs" and "reducing the turnover rate of high-performing employees"?