Con-sis-ten-cy n 1: degree of firmness or resistance to movement 2: measure of harmony, regularity or steady continuity 3: harmony of conduct or practice with the plan Is the frustration of executing consistent business plans becoming a burden? Whether you're the manager of a small company or the CEO of a large public firm, author Mark Turner provides real techniques and solutions to help identify and eliminate what he calls The Consistency Gap. The Consistency Gap focuses on two key elements that have the power to unravel all the devotion and dedication in any enterprise: information and tolerance. Turner discusses how the gap between the planning stage and the execution of that plan has the potential to cause an entire project to fail. The Consistency Gap demonstrates how this gap can be bridged, reduced, or even removed with a structured and workable plan. Through the use of fascinating imagery including circuit breakers and fuses, Turner forces readers to look at their own personal "fuse ratings" in two critical areas. It quickly becomes obvious that there is more to success than a great plan and the means to execute it. The Consistency Gap provides a unique outline for setting goals, deciding how to achieve those goals, and how to be successful every time.

CLOSING THE EXECUTION GAP Once upon a time strategy was king. Leaders immersed themselves in the matter of planning how best to achieve their company's goals. The subject dominated the attention of senior executives and the writings of consultants and management gurus. Experts of various stripes weighed in on how to put strategic planning processes in place and transform employees at all levels into strategic thinkers. Naturally, leaders assumed all this strategizing would pay off. And yet, for too many organizations the promised results never came to pass. Quite simply, they couldn't execute. Now, the business world has shifted its focus to the consistent delivery of results. If an organization can't execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry. As it turns out, the "conventional wisdom" about what it takes to implement strategy and deliver results isn't all that wise. So what really differentiates the companies that are able to get things done day-to-day and deliver consistent results? The answer is found in the pages of Richard Lepsinger's ground-breaking book, Closing the Execution Gap. Based on extensive research and years of practical experience, the book outlines five prerequisites for effective execution and five "Bridges" that differentiate companies that do it best. It also describes six "Bridge Builders" leaders at all levels can use to close the execution gap in their company or team and help people get things done. Specifically, it addresses: What really gets in the way of getting things done—for individuals, teams and entire companies What leaders can do to enhance their organization's ability to close the execution gap and achieve solid business results What it takes to consistently execute plans and initiatives at a day-to-day operational level The book features many case studies of companies that have a track record of effective execution (Hewlett-Packard, Costco, Procter & Gamble) and those who have struggled with closing the gap between creating a vision and delivering results (Dell, American Airlines, GM). As the business world becomes more competitive and less forgiving, execution matters more than ever. This is a book for the times we live in—and one that for many companies could mean the difference between success and failure.

The Imagination Gap helps leaders in every sector apply their imagination effectively to explore new, creative approaches to survive and thrive. Examples from a range of industries and settings, from Broadway to Silicon Valley, with simple steps and exercises, help you stop thinking the way you "should" and start making extraordinary things happen.

A resource for working with children growing up without caring adults at home.

Higher education needs a new, holistic assessment of global learning. The studies in this edited volume investigate not just student learning, but also faculty experiences, program structures, and pathways that impact global learning. Showcasing recent, multi-institutional research related to global learning, this book expands the context of global learning to show its antecedents and impacts as a part of the larger higher education experience. Chapters look at recent developments such as short-term, off-campus, international study and certificate/medallion programs, as well as blended learning environments and undergraduate research, all in the context of multi-institutional comparisons. Global learning is also situated in a larger university context. Thus, there is a growing need for bridging across disciplinary and administrative silos, silos that are culturally bound within academia. The gaps between these silos matter as students seek to integrate off- and on-campus learning, and it is up to the academy to mind those gaps.

The market for business knowledge is booming as companies looking to improve their performance pour millions of pounds into training programmes, consultants, and executive education. Why then, are there so many gaps between what firms know they should do and waht they actual do? This volume confronts the challenge of turning knowledge about how to improve performance into actions that produce measurable results. The authors identify the causes of this gap and explain how to close it.

This expansion of Whatever It Takes sharpens the focus on the pyramid of interventions strategy. The authors examine case studies of schools and districts across North America to illustrate how PLC at WorkTM is a sustainable and transferable process that ensures struggling students get the support they need to achieve. They address how to enrich and extend the learning of proficient students and explain how PLC intervention processes align with RTI legislation.