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SETTING THE TONE FROM THE TOP : how director conversations shape culture;how director conversations shape culture.
In Setting the Tone from the Top, Melinda Muth and Bob Selden examine how director conversations shape organisational culture. They show how using appropriate words and language can tap the collective knowledge of the board to improve working relationships and collective decision making, and ultimat...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified]
AUSTRALIAN Institute OF C,
2018.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Intro
- Title page
- Imprint page
- Foreword
- Acknowledgements
- Introduction
- Part 1: Setting the tone at the top
- 1.1 How boards impact culture
- What levers are directors able to use?
- How are cultures created?
- How are cultures sustained?
- 1.2 How boards shape culture
- Words and language
- Locus of control
- Rules and policies
- Formal statements
- Rituals
- Physical space
- 1.3 How boards set the tone with and through the CEO
- Influence the CEO through positive and affirmative conversation
- Demonstrate congruence between words and actions
- Ensure the board and senior management are working as a team
- 1.4 How boards set the tone through the written word
- The impact of negatively worded policies
- 'Word-smithed' messages and their impact
- The six stakeholder statements of intent and their influence on culture
- Improve internal policies and external communication with visuals
- 1.5 Concluding comments on how directors set the tone at the top
- Part 2: Setting the tone through conversation
- 2.1 How directors harness the collective intelligence of the board
- The 'use of knowledge' as opposed to the 'presence of knowledge'
- How boards employ the knowledge of individual directors
- How directors use 'disclosure' to demonstrate leadership
- How boards develop trust through conversation
- 2.2 How directors manage the process of a conversation
- The six phases of a conversation and how they are managed productively
- 2.3 How directors display leadership through conversation
- Setting the tone through personal leadership in boardroom conversations
- Setting the tone in the boardroom through group processes
- Setting the tone through conversation tactics-framing and labelling
- 2.4 How the board and senior executive use conversation to develop as a team
- 2.5 Concluding comments on setting the tone through conversation
- Part 3: Setting the tone through word choice
- 3.1 How words directors use impact behaviour
- How a director's word choice can positively impact both themselves and others
- 3.2 The impact of a director's 'personal' language
- 3.3 Metaphors and the use of 'and' as influencing tools for directors
- How directors can use 'clean language' in conversations
- 3.4 How directors use words, metaphors and actions to affect feelings
- Priming to think, feel and behave differently
- 3.5 Eliminating words or phrases that make difficult conversations even more difficult
- There's a problem with the word 'you' in director conversations
- The 'I' message and how it changes the tone of a conversation
- Reflective listening-inappropriate use of 'summary stems' in conversations
- 3.6 The importance of tone of voice for directors
- It's not just what a director says that matters, how it is said is equally important
- 3.7 Phrases that promote cooperation and a positive approach to issues