Latest news with #bestSellingAuthor
The Independent
9 hours ago
- Entertainment
- The Independent
The Day Of The Jackal author Frederick Forsyth dies aged 86
The Day Of The Jackal author Frederick Forsyth has died at the age of 86, after a brief illness, his literary agents said. The best-selling author was surrounded by his family as he died at home on Monday morning, Curtis Brown added. The former RAF pilot and investigative journalist turned novelist was known for writing thrilling crime books including The Fox, The Kill List, and The Afghan. His agent Jonathan Lloyd said: 'We mourn the passing of one of the world's greatest thriller writers. 'Only a few weeks ago I sat with him as we watched a new and moving documentary of his life – In My Own Words, to be released later this year on BBC1 – and was reminded of an extraordinary life, well lived. 'After serving as one of the youngest ever RAF pilots, he turned to journalism, using his gift for languages in German, French and Russian to become a foreign correspondent in Biafra. 'Appalled at what he saw and using his experience during a stint as a secret service agent, he wrote his first and perhaps most famous novel, The Day Of The Jackal, and instantly became a global best-selling author. 'He went on to write more than 25 books (many of which were made into films) that have sold over 75 million copies. 'He will be greatly missed by his family, his friends, all of us at Curtis Brown and of course his millions of fans around the world – though his books will of course live on forever.'
Forbes
29-05-2025
- Business
- Forbes
Human-Centered Leadership: The Ultimate Execution Advantage
Jon Michail, Founder & Group CEO of Image Group International, best-selling author of Life Branding and Brand & ME! Despite our evolution into an age dominated by AI, automation and digital transformation, one truth remains unchanged: Leadership is still an active human endeavor. The true mark of change rests in human-centered process alignment, engagement and empowerment, something no algorithm can replace. In my experience, execution is where most organizations fall short. The lack of synchrony between an organization's results and its strategies is far more than an operational problem; it is a complex issue that stems from leadership. Technology indeed streamlines efficiency, but leadership ensures execution takes place. According to multiple sources over time, anywhere between 60% and 90% of companies fail to execute their strategies successfully. This is often not a result of resource, vision or technological capabilities. Rather, it's often due to: • Unclear Priorities: Focus becomes diluted when teams lack a clear directive; scattered efforts contribute to zero progress. • Poor Real-Time Decisions: Deciding reactively is a direct result of lacking proactive insights. • Inconsistencies: Resources are wasted when efforts don't align with expectations and disregard guidelines. • Irregular Accountability: No incentive to move the needle exists without any responsibility over the outcome. These problems stem from a singular source: leadership. Achieving proper execution does not mean getting more tools or optimizing your processes; it means giving direction to teams in a way that motivates them to take action and achieve results. Leadership's true test comes when the time for execution arises. High-performing organizations have crafted great strategies but have also employed leaders who implement them into action. The following core principles will assist you in closing the gap between strategy and execution. Leadership isn't control; it's what you choose to focus on. Leaders must cut out all the noise that might shift teams away from critical priorities. Execution becomes easier when there is no complexity. Actionable Steps: • Identify the priorities that are essential for the growth of your organization. • Ensure that these priorities are communicated at every level of the organization. • Simplify processes so that the execution is seamless. When your employees comprehend what needs to be tackled, this clarity allows effortless contribution. A frequent obstacle is neglecting who's working on execution. Systems increase efficiency, but motivation, collaboration and accountability are the cornerstones of execution. Actionable Steps: • Knock down silos between teams to promote cross-functional collaboration. • Create moments where everyone is accountable, like daily stand-ups or weekly check-ins. • Show employees the impact of their work on high-level goals in order to ensure continued engagement. Execution flourishes in agile teams that move as one, not in bureaucratic hierarchies. Execution is not an event but rather an ongoing process that requires proactive tracking and real-time alterations. Even still, it is commonplace for many organizations to utilize what I call "vanity metrics," measuring things that have no impact on positive progression. Actionable Steps: • Prioritize leading indicators over trailing indicators (outcomes). • Create a performance dashboard that captures keystones of execution. • Foster an environment in which teams can pivot quickly instead of waiting until the next quarterly meeting for a review. By measuring and tracking performance metrics, you can create real accountability. When employees consider themselves mere cogs in a machine, execution stalls. For action to be continuous, people must be able to establish psychological ownership of their work. Actionable Steps: • Stop micromanaging teams to death—a little autonomy helps. • Let employees connect to the cause by linking their work to the company vision. • Value and appreciate exemplary execution. What we celebrate, we eventually repeat. Empowered employees begin taking ownership and becoming accountable for their actions instead of waiting for direction. That is when execution picks up speed. Organizations will increasingly run more smoothly with the advances in technology that automate, optimize and digitize different sectors. However, execution is not an endeavor for machines but for people. No amount of complex machinery can substitute the leadership of a person who: • Gives orders and delegates different tasks with the hope of achieving a desired outcome, instead of only instructing people to complete a job. • Implements a system of firm control to make sure that people do their work correctly, not just for the sake of making sure work is done. • Does not micromanage but instead supervises the processes and trusts people to perform their work at the appropriate level. When a team or company operates with discipline and delivers results consistently, it can prioritize what truly inspires its people: purpose, growth and ethical values. Leaders can then visibly demonstrate the organization's mission through decisions and behaviors that align with its stated principles. With the boom of AI and other automation dominating the working industries, the ability to lead effectively will become increasingly important. For successful leaders, knowing is a differentiating factor; however, doing is the primary one. What will your next action be? How do you plan to lead with precision, focus your people, quantify impact and foster a culture of responsibility? Regardless of how sophisticated technology gets, implementation will always be a human capability—for now, at least. We all have the opportunity to take charge and make things happen. Smart leadership involves putting plans into action. Are you ready to be the one who bridges the implementation gap? Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
