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Prove It! : How to Create a High-Performance Culture and Measurable Success.
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Milton, QLD :
John Wiley & Sons, Incorporated,
2016.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- 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.
- 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.
- 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.
- 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.
- 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.