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Improve Your Career Performance (Collection)

Book Description

In Leading at a Higher Level, Updated Edition, Blanchard and his colleagues bring together everything they've learned about world-class leadership. You'll discover how to create targets and visions based on the "triple bottom line"...and make sure people know who you are, where you're going, and the values that will guide your journey. From start to finish, this book extends Blanchard's breakthrough work on delivering legendary customer service, creating "raving fans," and building "Partnerships for Performance" that empower everyone who works for and with you. Updated throughout, this new edition contains two powerful, important new chapters: one on coaching to create higher-level leaders, and another on creating a higher-level culture throughout your organization. It also offers the definitive, most up-to-date techniques for leading yourself, individuals, teams, and entire organizations. Most importantly, it will help you dig deep within, discover the personal "leadership point of view" all great leaders possess-and apply it throughout your entire life.

In Helping People Win at Work, WD-40 Company President/CEO Garry Ridge reveals how his company has used Blanchard's techniques to "Partner for Performance" with every employee, and achieve unprecedented levels of employee engagement and commitment. Ridge introduces WD-40's performance review system, explaining its goals, its features, and the cultural changes it required. Next, Ridge shares his "leadership point of view": what he expects of people, what they can expect of him, and where his beliefs about leadership and motivation came from. Finally, in Part IV, Ken Blanchard explains why WD-40's Partnering for Performance program works so well and how it can work for you, too. This book isn't about cheerleading: it's about transforming performance review one step at a time and reaping record-breaking results!

Table of Contents

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Contents
  5. Leading at a Higher Level: Revised and Expanded Edition Blanchard on Leadership and Creating High Performing Organizations
    1. Contributing Authors
    2. Copyright Page
    3. Dedication
    4. Praise for Leading at a Higher Level
    5. Introduction
      1. Leading at a Higher Level
    6. List of Illustrations
      1. Illustration
    7. Section I Set Your Sights on the Right Target and Vision
      1. Chapter 1 Is Your Organization High Performing?
        1. The Right Target: The Triple Bottom Line
        2. A High Performing Organization Scores Every Time
        3. The HPO SCORES Quiz: How Does Your Organization Score?
        4. HPO SCORES Quiz
        5. How Does Your Organization Score?
      2. Chapter 2 The Power of Vision
        1. The Importance of Vision
        2. Effective Versus Ineffective Vision Statements
        3. Creating a Vision That Really Works
        4. A Compelling Vision Creates a Culture of Greatness
        5. Vision Is the Place to Start
        6. Vision Can Exist Anywhere in an Organization
        7. Make Your Vision a Reality
        8. Vision and Leadership
    8. Section II Treat Your Customers Right
      1. Chapter 3 Serving Customers at a Higher Level
        1. Getting Legendary SCORES from Your Customers
        2. Creating Legendary Service
        3. Serving Customers at a Higher Level
        4. Permitting People to Soar
        5. Wallowing in a Duck Pond
        6. Giving Your People Wings
        7. Creating Legendary Service Requires Gung Ho People
    9. Section III Treat Your People Right
      1. Chapter 4 Empowerment Is the Key
        1. What Is Empowerment?
        2. The Power of Empowerment
        3. How Past History Blocks Change to Empowerment
        4. Tapping People’s Power and Potential: A Real-World Example
        5. Learning the Language of Empowerment
        6. The Three Keys to Empowerment
      2. Chapter 5 Situational Leadership® II: The Integrating Concept
        1. Matching Leadership Style to Development Level
        2. Development Level Varies from Goal to Goal and Task to Task
        3. The Importance of Meeting People Where They Are
        4. The Three Skills of a Situational Leader
        5. Effective Leadership Is a Transformational Journey
      3. Chapter 6 Self Leadership: The Power Behind Empowerment
        1. Creating an Empowered Workforce
        2. Creating Self Leaders Through Individual Learning
        3. The Three Skills of a Self Leader
      4. Chapter 7 Partnering for Performance
        1. Establishing an Effective Performance Management System
        2. Partnering and the Performance Management System
        3. Partnering as an Informal Performance Management System
      5. Chapter 8 Essential Skills for Partnering for Performance: The One Minute Manager®
        1. One Minute Goal Setting
        2. One Minute Praisings
        3. Reprimanding Versus Redirection
        4. The Fourth Secret of the One Minute Manager
      6. Chapter 9 Coaching: A Key Competency for Leadership Development
        1. Definition of Coaching
        2. Five Applications of Coaching
      7. Chapter 10 Situational Team Leadership
        1. Why Teams?
        2. Why Teams Fail
        3. Top 10 Reasons Why Teams Fail
        4. Five Steps to High Performing Teams
        5. The Miracle of Teamwork
      8. Chapter 11 Organizational Leadership
        1. The Importance of Managing Change
        2. Why Is Organizational Change So Complicated?
        3. When Is Change Necessary?
        4. Change Gets Derailed or Fails for Predictable Reasons
        5. Predictable Reasons Why Change Efforts Typically Fail
        6. Focus on Managing the Journey
        7. Surfacing and Addressing People’s Concerns
        8. Organizational Leadership Behaviors
        9. Situational Leadership® II and Leading People Through Change
        10. Involvement and Influence in Planning the Change
      9. Chapter 12 Strategies for Leading a Change
        1. Nine Change Leadership Strategies
      10. Chapter 13 Managing a Successful Cultural Transformation
        1. Gung Ho!: A Starting Point
        2. From Gung Ho! to a Proven Cultural Transformation
        3. Managing a Successful Cultural Transformation
        4. Critical Success Factors for Cultural Transformation
    10. Section IV Have the Right Kind of Leadership
      1. Chapter 14 Servant Leadership
        1. What Is Servant Leadership?
        2. Applying Servant Leadership
        3. Great Leaders Encourage Their People to Bring Their Brains to Work
        4. What Impacts Performance the Most?
        5. Being a Servant Leader Is a Question of the Heart
        6. Driven Versus Called Leaders
        7. The Plight of the Ego
        8. What Servant Leaders Do
        9. Servant Leadership: A Mandate or a Choice
      2. Chapter 15 Determining Your Leadership Point of View
        1. Elements of a Leadership Point of View
        2. Developing Your Own Leadership Point of View
        3. My Background
        4. How I Learned My Leadership Point of View
    11. Endnotes
      1. Introduction
      2. Chapter 1
      3. Chapter 2
      4. Chapter 3
      5. Chapter 4
      6. Chapter 5
      7. Chapter 6
      8. Chapter 7
      9. Chapter 8
      10. Chapter 9
      11. Chapter 10
      12. Chapter 11
      13. Chapter 12
      14. Chapter 13
      15. Chapter 14
      16. Chapter 15
    12. Acknowledgments
    13. About the Authors
    14. Services Available
      1. Global Headquarters
      2. Keynote Speakers
      3. Social Networking
      4. Ken’s Twitter Updates
      5. Tools for Change
      6. Helping People Win at Work with Situational Leadership® II
    15. Index
  6. Helping People Win at Work: A Business Philosophy Called “Don’t Mark My Paper, Help Me Get an A”
    1. Copyright Page
    2. Dedication Page
    3. Introduction
      1. THE LEADING AT A HIGHER LEVEL SERIES
      2. PARTNERING FOR PERFORMANCE
      3. HOW THIS BOOK IS ORGANIZED
    4. ONE Don’t Mark My Paper, Help Me Get an A
      1. PLANNING
      2. EXECUTION
      3. REVIEW AND LEARNING
      4. MANAGING THE JOURNEY
      5. TWO Building the Right Culture
      6. CREATING A LEARNING ENVIRONMENT
      7. CLARIFYING OUR VISION AND VALUES
      8. BUILDING A TRIBAL CULTURE
      9. SERVANT LEADERSHIP WITH AN EDGE
      10. TOP MANAGEMENT SUPPORT
      11. ENDNOTES
    5. THREE My Leadership Point of View
      1. WHAT PEOPLE CAN EXPECT OF ME
      2. WHAT I EXPECT OF PEOPLE
      3. MY BACKGROUND
      4. MY BELIEFS ABOUT LEADING AND MOTIVATING PEOPLE
      5. FINAL THOUGHTS
      6. ENDNOTES
    6. FOUR The Simple Truths About Helping People Win at Work
      1. – SIMPLE TRUTH 1 – Performing Well: What Makes People Feel Good About Themselves
      2. – SIMPLE TRUTH 2 – To Help People Perform Well, an Effective Performance Management System Must Be Established
      3. – SIMPLE TRUTH 3 – It All Starts with Performance Planning
      4. – SIMPLE TRUTH 4 – The Biggest Impact on Performance Comes from Day-to-Day Coaching
      5. – SIMPLE TRUTH 5 – Trust Is Key to Effective Coaching
      6. – SIMPLE TRUTH 6 – The Ultimate Coaching Tool: Accentuating the Positive
      7. – SIMPLE TRUTH 7 – Redirection Helps Get Performance Back on Track
      8. – SIMPLE TRUTH 8 – Deliver Reprimands with Caring Candor
      9. – SIMPLE TRUTH 9 – Performance Reviews Should Be About Retaking the Final Exam
      10. – SIMPLE TRUTH 10 – Developing and Sharing Your Leadership Point of View Is a Powerful Communication Tool for Your People
      11. – SIMPLE TRUTH 11 – Servant Leadership Is the Only Way to Go
      12. – SIMPLE TRUTH 12 – Celebrate Successes
      13. ENDNOTES
    7. Epilogue
      1. KEN BLANCHARD AND GARRY RIDGE
      2. Endnote
    8. A The WD-40 Company Goal Review Form
    9. About the Authors
    10. Services Available
      1. Keynote Speakers
      2. Social Networking
      3. Helping People Win at Work with Situational Leadership® II
    11. Index
    12. FT Press