Leadership and Succession

Executives spend their time on a short list of things: deciding what the organisation will do, putting people into the few positions that determine the outcome, and turning decisions into delivered results. Grove measures a manager's output as the output of every team they influence and shows how meetings, reviews and one-on-ones produce it; Drucker treats effectiveness as a set of habits about time and priorities that can be learned. Collins reports on companies that improved for fifteen years and finds disciplined executives promoted from inside, which is the succession argument in this group, and Bossidy and Charan describe the people, strategy and operations reviews that connect a plan to a budget. The military and team titles cover decentralised command, and Grove's second book covers the moment when an industry changes and a chief executive has to bet the company.

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