AIRTIGHT MANAGEMENT FOR REAL ORGANIZATIONAL SUCCESS.

The author contends that the seemingly well‐meaning phrase 'Fake it till you make it' can often do more harm than good in the world of organizational leadership, and "is simply bad business advice." She writes from the unique perspective of someone who is "founder and CEO of my own company and as a strategic public relations advisor to over a thousand executives, venture capitalists, and influencers in the tech industry." She describes what she terms "airtight management," in which "you squeeze the daylight out of the places where your values and vision come into contact with strategy, and where your strategies end and their tactical execution begins." She outlines such areas as Planning, Strategy + Tactics = Execution, The Hocus Pocus of Focus, What's Missing From This Picture? and The Make It Happen Box. Within planning, she advises to ask questions like "Why are We Doing This?" and "What Does Success Look Like?" For the Make it Happen box, she notes that in searching for a sense of order from our plans, "we tend to equate order with a linear progression and chronology—a beginning, middle, and end. Plans are flat. But a flat plan will only guide a CEO so far." [ABSTRACT FROM AUTHOR]