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Leading at a higher level : Blanchard on leadership and creating high performance organisations

Author: Kenneth H Blanchard; Ken Blanchard Companies.
Publisher: Harlow : Financial Times Prentice Hall, ©2007.
Edition/Format:   Print book : EnglishView all editions and formats
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Intended for leaders at any level.

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Document Type: Book
All Authors / Contributors: Kenneth H Blanchard; Ken Blanchard Companies.
ISBN: 9780273710424 0273710427
OCLC Number: 72147207
Notes: Contributing authors, Ken Blanchard [and others].
Description: xxvi, 351 pages : illustrations ; 24 cm
Contents: Introduction: Leading at a Higher Level - by Ken Blanchard SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION 1 IS YOUR ORGANISATION HIGH PERFORMING? The Right Target: The Triple Bottom Line A High Performing Organisation SCORES Every Time The HPO SCORES Model S=Shared Information and Open Communication C=Compelling Vision O=Ongoing Learning R=Relentless Focus on Customer Results E=Energizing Systems and Structures S=Shared Power and High Involvement Leadership Is the Engine The HPO SCORES Quiz 2 THE POWER OF VISION The Importance of Vision A Compelling Vision Creates a Culture of Greatness Vision Is the Place to Start Vision Can Exist Anywhere in an Organisation Effective Versus Ineffective Vision Statements Creating a Vision that Really Works Make Your Vision a Reality Vision and Leadership SECTION II: TREAT YOUR CUSTOMERS RIGHT 3 SERVING CUSTOMERS AT A HIGHER LEVEL Scoring with Your Customers Serving Customers at a Higher Level Decide What You Want Your Customer Experience To Be Discover What Your Customers Want Deliver Your Ideal Customer Service Experience Permitting People to Soar Going Above and Beyond Customer Service Making It All Happen Making Customers the First Priority Creating Energising Systems Creating Raving Fan Customers Requires Gung Ho People SECTION III: TREAT YOUR PEOPLE RIGHT 4 EMPOWERMENT IS THE KEY What is Empowerment? The Power of Empowerment How Past History Blocks Change to Empowerment Tapping the Power and Potential of People: A Real-World Example Learning the Language of Empowerment The Three Keys to Empowerment The First Key to Empowerment: Share Information with Everyone The Second Key to Empowerment: Create Autonomy Through Boundaries The Third Key to Empowerment: Replace the Old Hierarchy with Self-Directed Individuals and Teams 5 SITUATIONAL LEADERSHIP II: THE INTEGRATING CONCEPT Matching Leadership Style to Development Level Enthusiastic Beginners Need a Directing Style Disillusioned Learners Need a Coaching Style Capable But Cautious Performers Need a Supporting Style Self-Reliant Achievers Need a Delegating Style Development Level Varies from Goal to Goal or Task to Task The Importance of Meeting People Where They Are The Three Skills of a Situational Leader Diagnosis: The First Skill Flexibility: The Second Skill Partnering for Performance: The Third Skill Effective Leadership Is a Transformational Journey 6 SELF LEADERSHIP: THE POWER BEHIND EMPOWERMENT Creating an Empowered Workforce Creating Self Leaders Through Individual Learning The Three Skills of a Self Leader The First Skill of a Self Leader: Challenge Assumed Constraints The Second Skill of a Self Leader: Celebrate Your Points of Power The Third Skill of a Self Leader: Collaborate for Success 7 PARTNERING FOR PERFORMANCE Establishing an Effective Performance Management System Partnering and the Performance Management System Performance Planning: The First Part of a Performance Management System Performance Coaching: The Second Part of a Performance Management System Performance Review: The Third Part of a Performance Management System Partnering as an Informal Performance Management System One-on-Ones: An Insurance Policy for Making Partnering for Performance Work 8 ESSENTIAL SKILLS FOR PARTNERING FOR PERFORMANCE: THE ONE MINUTE MANAGER One Minute Goal Setting Areas of Accountability Performance Standards Goals Need to Be Clear Reaching Goals Requires Feedback Performance Reviews Can Undermine Performance Limit the Number of Goals Good Goals Are SMART Goals One Minute Praisings Be Immediate and Specific State Your Feelings Praisings Are Universally Powerful Being Close Counts Make Time for Praisings Reprimanding Versus Redirection One Minute Reprimands Redirection Praisings and Redirection Are Key to Partnering for Performance The Fourth Secret of the One Minute Manager The One Minute Apology 9 SITUATIONAL TEAM LEADERSHIP Why Teams? Why Teams Fail Characteristics of a High Performing Team PERFORM Across the Organisation PERFORM in Action Team Beliefs and Attitudes Team Knowledge and Skills Situational Leadership II and High Performing Teams Stages of Team Development Why Is It Important to Understand the Stages of Development and Diagnose Team Needs? Team Leadership Styles Matching Leadership Style to Team Development Stage The Miracle of Teamwork 10 ORGANISATIONAL LEADERSHIP The Importance of Managing a Change Why Is Organisational Change So Complicated? When Is Change Necessary? Change Gets Derailed or Fails for Predictable Reasons Focus on Managing the Journey Surfacing and Addressing People's Concerns Organisational Leadership Styles Situational Leadership II and Change Involvement and Influence in Planning the Change 11 STRATEGIES FOR MANAGING A CHANGE Eight Change Leadership Strategies Strategy 1: Expand Opportunities for Involvement and Influence Strategy 2: Explain the Business Case for Change Strategy 3: Envision the Future Strategy 4: Experiment to Ensure Alignment Strategy 5: Enable and Encourage Strategy 6: Execute and Endorse Strategy 7: Embed and Extend Strategy 8: Explore Possibilities SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP 12 SERVANT LEADERSHIP What Is Servant Leadership? Applying Servant Leadership Great Leaders Encourage Their People to Bring Their Brains To Work What Impacts Performance the Most? Being a Servant Leader Is a Question of the Heart Driven Versus Called Leaders The Plight of the Ego What Servant Leaders Do Servant Leadership: A Mandate or a Choice Servant Leadership Helps Create a High Performing Organisation Servant Leadership Brings More Success and Significance 13 DETERMINING YOUR LEADERSHIP POINT OF VIEW Elements of a Leadership Point of View Your Leadership Role Models Your Life Purpose Your Core Values Your Beliefs about Leading and Motivating People What People Can Expect from You What You Expect from Your People How You Will Set an Example Developing Your Own Leadership Point of View
Responsibility: the founding associates and consulting partners of the Ken Blanchard Companies ; with an introduction by Ken Blanchard.

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"There's a lot of sensible advice" Director Magazine February 2007 "...if you are engaged in management or people and performance development, this is one book that you would do well to consider" - Read more...

 
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