The book's focus on execution over the more popular strategy is in the right direction. In their 4 facets of execution success, I learned the most re: prioritizing lead measures over lag measures. The 4 facets: 1. Maintain a laser-beam focus on just a couple wildly important goals (what they summarize as WIGs); 2. Act on the lead measures--something that is predictive and also influenceable by your team. This is very different than lag measures--such as revenue, profit, market share, and customer satisfaction. Lag measures provide data for results that have already happened. 3. Keep a compelling scoreboard: people thrive on achievement and winning. 4. Create a cadence of accountability. Consistently hold quick, weekly meetings that focus on actions and results that move the scoreboard. Note that commitments are set by the team(s) themselves, not the leader.
Written by Franklin Covey consultants, there's some upsell push into "buying" their model and a definitive voice that if you "install" these facets, you'll have a great team. I'd argue people aren't as simple as an operating system approach. There are lots of case studies and smartphone QR code references, which at times can be a lot of information to process.