Hope is Not a Strategy

by Ted Gee

NEW YORK – Author Ted Gee takes President Obama’s hopes to the next level with his new book, “Hope is Not a Strategy: Simple Solutions for Doing Business in the 21st Century.” President Obama has set an aggressive agenda of change and hope is just the foundation. Gee says that the best stimulus package for corporate leaders and business owners is getting the right process tools to drive increased business, sustainable profits, save jobs and inspire growth. We must clarify what business owners and corporate leaders are responsible for and identify new methods for solving the complex problems they face, he notes. As many companies continue to fail, need bailouts and layoff employees, it is clear that a new recipe for solving problems and creating solutions is needed right now.

In the book, Gee defines the roles and responsibilities of leaders at all levels and explains how to develop a vision with a sustainable strategy as opposed to just adjusting financials to appease boards, investors, banks and/or Wall Street. “Many business leaders today are using the excuse of a poor economy to support their failures,” says Gee, who notes that the root cause of many of the failures reside in the driver’s seat — leadership. From Wall Street to main street, he emphasizes, “the leaders in all facets of business are responsible for many of the failures in the economy — the dot com bust, housing market collapse and rising oil prices.”

Gee, who has followed his own rules, is a proven leader, with global experience in various business environments. He has held positions at the direct operational and strategic levels of leadership and found success in roles at Fortune 500 companies where change, start-ups and growth opportunities were in great demand. A former athlete he has also served as an officer in the United States Army and held the positions of Chief Operating Officer and as a President within a multi-billion dollar industry pacesetter. His focus today is to help others strategize for success and avoid failure — whether in a business or working in a corporation. “We are playing a new game in a new time and without solutions, failure is eminent,” says Gee, who notes that the book offers help to those who may have fallen short of their goals or failed to take advantage of their company’s possibility and prospects.

Ted Gee’s powerful, new ‘how to’ strategies are not more of the same. It is about changing the way you think and the outcomes you can expect in your business venture or corporate role. According to Gee, “The major responsibility of a leader is to transform hope or vision into reality and profits.” He also explains how to incorporate leadership roles and responsibilities into effective succession planning and other functions of business and corporate infrastructure.

 

Vision to Execution

by Marvin Covault

Marv Covault provides concrete answers to who a leader is, what a leader at every level does (and does not do) and how the various lessons can be taken directly into any work environment and be used as a framework for action to get leaders from vision to execution.

This book’s thesis is that an organization that understands and embraces leadership Underpinnings and has a Framework for Action for problem solving will out-think and out-perform the competition.

Keying off this thesis the book is presented in two parts,

• Part One is Underpinnings,
• Part Two is Framework for Action.

The purpose of part one is to establish the context for leadership by describing an organization’s Underpinnings. Underpinnings are the foundation upon which an organization functions on a daily basis. Understanding the underpinnings provides an appreciation for issues such as volume and pace; change; the three levels of leadership; span of control, delegation and empowerment; and organizing for action, culture, leader development and value base.

The underpinnings serve to set the stage for the second part of the book which is devoted to a discussion of how leaders at all levels can efficiently and effectively move their organization from vision to execution by using a time-proven Framework for Action. Without a framework there is risk of confusion, conflicting priorities, misunderstanding, delays, inaction, and failure to execute.

The Framework for Action involves Charting a Course; laying out a vision of where the leader must take the organization if it is to endure. Vision must be followed by a clearly articulated strategy. Strategy is one of our most over-used and least understood words. This book explains the three rules for building and executing a strategy. But leaders cannot stop with strategy; they must capture the imagination, intellect and energy of the entire organization by Declaring their expectations. In so doing they will publish a mission statement, their intent (the most powerful tool available to a leader) and the boss’ guidance. Effective leaders of organizations understand that leadership is a hands-on endeavor and if they are to get to execution they must also Create Conditions for Success. This involves taking leader backbriefs, identifying and acting on centers of gravity, using critical information requirements and shaping the battlespace.

‘VISION TO EXECUTION’ is principally a book for mid-level and senior leaders who are seeking innovative techniques and insights into how to lead organizations. CEO’s of international corporations and small business owners alike will benefit from his insightful plan of action and see the path from vision to execution.

 

Books are available on Amazon.com, Barnes & Nobles or in local bookstores everywhere.