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20240329122006.0 |
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|a EBLCP
|b eng
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|d OCLCQ
|d YDX
|d MERUC
|d CUY
|d OCLCF
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|d ZCU
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|a 969872576
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|a 9780730336235
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|a 0730336239
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|z 0730336220
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|z 9780730336228
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|a (OCoLC)970632928
|z (OCoLC)969872576
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|a HD58.9
|b .B377 2017
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|a 658.4092
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| 049 |
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|a UAMI
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|a Barr, Stacey.
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|a Prove It! :
|b How to Create a High-Performance Culture and Measurable Success.
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| 260 |
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|a Milton, QLD :
|b John Wiley & Sons, Incorporated,
|c 2016.
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| 300 |
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|a 1 online resource (214 pages)
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| 336 |
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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|a Print version record.
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|a PROVE IT!; Contents; About the author; Acknowledgments; Preface; Part I What are you trying to prove?; Chapter 1 The territory of high performance; It starts with purpose; The importance of clarity; The high-performance organisation; Models of excellence; High performance and the bottom line; Chapter 2 Evidence-based leadership; The rise of evidence-based management; Leaders hold the space for high performance; Chapter 3 Knowing is a double-edged sword; Evidence cuts both ways; Transparency, accountability, impotence; Chapter 4 How to become an evidence-based leader.
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|a The foundation of high performance is measurementThe habits of evidence-based leadership; The mindsets of evidence-based leadership; Mindsets for Direction; Mindsets for Evidence; Mindsets for Execution; Mindsets for Decision; Mindsets for Action; Mindsets for Learning; Part I In summary; Part II Habits of evidence-based leadership; Chapter 5 Direction: Make it understood and it will be measurable; Direction means strategy; Results, not actions; Aligning projects with results; Marrying results-oriented and project-oriented thinking; No weasel words; There's no good reason to keep weasel words.
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| 505 |
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|a What to replace weasel words withBe ruthless; Should, can, will; Simplify by visualising; Chapter 6 Evidence: Anything that matters can be measured; Evidence means measuring; Scorecards aren't measures; PuMP; Is measuring performance a keystone habit?; Learning, not judging; Holding people accountable with KPIs can do more harm than good; A tool in their hands, not a rod for their back; Measure results, not people; What is a KPI owner accountable for?; A new accountability paradigm; Evidence before measures; Building a performance measure; What a good performance measure really is.
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| 505 |
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|a The recipe for writing a quantitative measureMeasure what matters; Financial performance isn't the outcome; Fulfilling our purpose is the outcome; Measuring strategy isn't about activity; Chapter 7 Execution: Implementing your strategy must deliver a high ROI; Execution means improvement; Leverage, not force; Patterns, not points; Patterns of variability; Keep the big picture in the frame; Statistical thinking powers evidence-based leadership; Managing using statistical thinking; The signals of performance are in the patterns; Targets are about capability improvement, not hitting numbers.
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|a Processes, not peopleProblems are in the process, not the people; The downward spiral; Executing strategy means improving processes; Part II In summary; Part III Organisational habits of evidence-based leadership; Chapter 8 Decision: They want to work for something bigger than themselves; Decision means focus; Cascade, don't fragment; The principles of cascading; Results Maps; Results Map zones; A good way and a great way to cascade corporate strategy; Buy-in, not sign-off; Don't block the flow of buy-in; Support the measures; Work on, not just in.
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| 500 |
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|a Chapter 9 Action: Reaching for intrinsically rewarding targets.
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| 590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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| 650 |
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0 |
|a Organizational effectiveness.
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| 650 |
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0 |
|a Executive coaching.
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| 650 |
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0 |
|a Leadership.
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| 650 |
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|a Performance standards.
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| 650 |
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|a Goal setting in personnel management.
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| 650 |
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2 |
|a Leadership
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| 650 |
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6 |
|a Efficacité organisationnelle.
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| 650 |
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|a Accompagnement de gestionnaires.
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| 650 |
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6 |
|a Leadership.
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| 650 |
|
6 |
|a Rendement au travail
|x Normes.
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| 650 |
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6 |
|a Personnel
|x Direction
|x Fixation des objectifs.
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| 650 |
|
7 |
|a Executive coaching
|2 fast
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| 650 |
|
7 |
|a Goal setting in personnel management
|2 fast
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| 650 |
|
7 |
|a Leadership
|2 fast
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| 650 |
|
7 |
|a Organizational effectiveness
|2 fast
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| 650 |
|
7 |
|a Performance standards
|2 fast
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| 758 |
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|i has work:
|a Prove it! (Text)
|1 https://id.oclc.org/worldcat/entity/E39PCGbKvHqJFjmYT4PdmQHtDm
|4 https://id.oclc.org/worldcat/ontology/hasWork
|
| 776 |
0 |
8 |
|i Print version:
|a Barr, Stacey.
|t Prove It! : How to Create a High-Performance Culture and Measurable Success.
|d Milton, QLD : John Wiley & Sons, Incorporated, ©2016
|z 9780730336228
|
| 856 |
4 |
0 |
|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=4789979
|z Texto completo
|
| 938 |
|
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|a EBL - Ebook Library
|b EBLB
|n EBL4789979
|
| 938 |
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|a YBP Library Services
|b YANK
|n 13388792
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| 994 |
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|a 92
|b IZTAP
|
