Leading at a Higher Level

Blanchard on Leadership and Creating High Performing Organizations
3rd Auflage
ISBN: 978-0-13-485753-4
Verlag: Pearson Education

Buch, Englisch, 416 Seiten, Format (B × H): 156 mm x 236 mm, Gewicht: 744 g

Great organizations don’t happen by accident! For 35+ years, Dr. Ken Blanchard and his colleagues have helped thousands of leaders and organizations evolve from good to great -- becoming the providers, employers, and investments of choice in their respective industries. Leading at a Higher Level, Third Edition brings together Blanchard’s most up-to-date thinking and research on the principles and practices used by the world’s most successful organizations. Readers will learn how to: Build a high performing organization Create a compelling vision Nurture customers and empower people Tailor leadership styles to bring out individuals’ highest potential Cultivate self-leaders Use coaching and mentoring to develop leadership bench strength Create effective teams and foster collaboration Manage change Cultivate trust Establish a world-class culture Develop a leadership point of view Practice servant leadership to attain the highest individual, social, and financial results Based on the Blanchard principle that both results and people are important, Leading at a Higher Level, Third Edition combines proven theories with practical actions for leaders in every organization, large and small.

Autoren/Hrsg.

Blanchard, Ken

Inhaltsverzeichnis

Introduction     xxii Leading at a Higher Level     xxiii Why Did We Write This Book?     xxiv How This Book Is Organized    xxvi SECTION I:  SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION     1 Chapter 1  Is Your Organization High Performing?     3 Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, and Ken Blanchard The Right Target: The Quadruple Bottom Line     4 A High Performing Organization Scores Every Time     9 The HPO SCORES® Model     10 Leadership Is the Engine     12 The HPO SCORES® Quiz: How Does Your Organization Score?     13 HPO SCORES® Quiz     13 Chapter 2  The Power of Vision     17Jesse Stoner, Ken Blanchard, and Drea Zigarmi The Importance of Vision     17 Effective Versus Ineffective Vision Statements     18 Creating a Vision That Really Works     19 A Compelling Vision Creates a Culture of Greatness     24 Vision Is the Place to Start     24 Vision Can Exist Anywhere in an Organization     26 Make Your Vision a Reality     27 Vision and Leadership     29 SECTION II:  TREAT YOUR PEOPLE RIGHT     33 Chapter 3  Empowerment Is the Key     35 Alan Randolph and Ken Blanchard What Is Empowerment?     36 The Power of Empowerment     37 How History Blocks Change to Empowerment     37 Tapping People’s Power and Potential: A Real-World Example     39 Learning the Language of Empowerment     40 The Three Keys to Empowerment     41 Chapter 4  SLII®: The Integrating Concept     53The Founding Associates The Three Skills of an SLII® Leader     54     Goal Setting: The First Skill     54     Diagnosis: The Second Skill     54     Matching: The Third Skill     55 Enthusiastic Beginners Need a Directing Style     58 Disillusioned Learners Need a Coaching Style     59 Capable But Cautious Performers Need a Supporting Style     60 Self-Reliant Achievers Need a Delegating Style     60 Development Level Varies from Goal to Goal and Task to Task     61 Meeting People Where They Are     62 The Importance of Partnering with People     66 Effective Leadership Is a Transformational Journey     67 Chapter 5  Self Leadership: The Power Behind Empowerment     69Susan Fowler, Ken Blanchard, and Laurence Hawkins Creating an Empowered Workforce     70 Creating Self Leaders Through Individual Learning     71 The Three Skills of a Self Leader     72 Chapter 6  One-on-One Leadership     81Fred Finch and Ken Blanchard Establishing an Effective Performance Management System     81 One-on-One Leadership and the Performance Management System     85 Partnering as an Informal Performance Management System     100 One-on-Ones: An Insurance Policy for Making One-on-One Leadership Work     101 Chapter 7  Essential Skills for One-on-One Leadership     103Ken Blanchard and Fred Finch One Minute Goal Setting     103 Areas of Accountability     104 Performance Standards     105 One Minute Praisings     110 One Minute Re-Directs     113 The Fourth Secret of the One Minute Manager     116 Chapter 8  Building Trust     119Ken Blanchard, Cynthia Olmstead, and Randy Conley The High Cost of Low Trust     119 The Benefits of Trust     120 The Four Elements of Trust     120 Creating a High Trust Environment     121 The Transparency Challenge     124 Repairing Broken Trust     126 The Ripple Effect     128 Chapter 9  Coaching: A Key Competency for Leadership Development     131Madeleine Homan Blanchard and Linda Miller Definition of Coaching     131 Five Applications of Coaching     132     Application One: Performance Coaching     133     Application Two: Development Coaching     135     Application Three: Career Coaching     137     Application Four: Coaching to Support Learning     140     Application Five: Creating an Internal Coaching Culture     142 Chapter 10  Mentoring: The Key to Life Planning     145Ken Blanchard and Claire Díaz-Ortiz Obstacles to Beginning a Mentoring Relationship     146 Choosing a Mentoring Partner     147 Essence Versus Form     147 The MENTOR Model: Elements of a Successful Mentoring Partnership     148 Creating a Mentoring Program in Your Organization     151 Tailoring Mentoring to Career Stages     152 Chapter 11  Team Leadership     155Don Carew, Eunice Parisi-Carew, Lael Good, and Ken Blanchard Why Teams?     156 Obstacles to High Performance     158 An Effective Team Leadership Approach     159 Providing Leadership Behaviors That Match the Team’s Needs     168 Strategies for Higher Team Performance     173 The Power of Teams     176 Chapter 12  Collaboration: Fuel for High Performance     179Jane Ripley, Eunice Parisi-Carew, and Ken Blanchard Collaboration Is Not Coordination, Cooperation, or Teamwork     179 Creating a Collaborative Framework     181 Collaboration Versus Competition     183 What It Takes to Be Collaborative     184 Collaboration: Fuel for High Performance     189 Chapter 13  Organizational Leadership     191Ken Blanchard, Jesse Stoner, Don Carew, Eunice Parisi-Carew, and Fay Kandarian Real Life Examples of HPO SCORES®     191 Determining the Appropriate Leadership Style for Your Organization     198 Diagnosing Your Organization’s Development Level     198 Results and Relationships: The Determinants of a High Performing Organization     198 Matching Leadership Style to Your Organization’s Development Stage     201 Applying the Appropriate Leadership Style at Each Development Level     203 The Importance of Diagnosis and Matching     206 A History-Making Organizational Turnaround     207 Chapter 14  Organizational Change: Why People Resist It     209Pat Zigarmi, Judd Hoekstra, and Ken Blanchard The Importance of Leading Change     209 Why Is Organizational Change So Complicated?     210 When Is Change Necessary?     211 Why Change Gets Derailed or Fails     212 Focus on Leading the Journey     214 Surfacing and Addressing People’s Concerns     215 Different People Are at Different Stages of Concern     223 The Importance of Involving Those Who Are Being Asked to Change     223 Chapter 15  Leading People Through Change     225Pat Zigarmi and Judd Hoekstra Five Change Leadership Strategies     225 The Importance of Reinforcing the Change     247 Chapter 16  Managing a Successful Cultural Transformation     249Garry Demarest, Chris Edmonds, and Bob Glaser Gung Ho!: A Starting Point     250 Managing a Successful Cultural Transformation     255 Critical Success Factors for Cultural Transformation     261 SECTION III:  TREAT YOUR CUSTOMERS RIGHT     263 Chapter 17  Serving Customers at a Higher Level     265 Ken Blanchard, Kathy Cuff, Vicki Halsey, and Jesse Stoner Getting Legendary SCORES from Your Customers     265 Creating Legendary Service     267 Serving Customers at a Higher Level     272 Permitting People to Soar     281 Wallowing in a Duck Pond     282 Giving Your People Wings     282 SECTION IV:  HAVE THE RIGHT KIND OF LEADERSHIP     285 Chapter 18  Servant Leadership     287 Ken Blanchard, Scott Blanchard, and Drea Zigarmi What Is Servant Leadership?     287 Applying Servant Leadership     290 Great Leaders Encourage People to Bring Their Brains to Work     293 What Kind of Leadership Impacts Performance the Most?     294 Being a Servant Leader Is a Question of the Heart     298 Driven Versus Called Leaders     299 The Plight of the Ego     300 Ego Antidotes     302 What Servant Leaders Do     304 Servant Leadership: A Mandate or a Choice     307 Chapter 19  Determining Your Leadership Point of View     313Margie Blanchard, Pat Zigarmi, and Ken Blanchard Elements of a Leadership Point of View     314 Developing Your Own Leadership Point of View     323 Become a Higher Level Leader     332 Endnotes     333 Acknowledgments     347 About the Authors     349 Services Available     371 Index     375

Über Autor(innen)

Ken Blanchard has had an extraordinary impact on the day-to-day management of millions of people and companies. He is the coauthor of the iconic New York Times bestseller The One Minute Manager ®–revised and released as The New One Minute Manager ®–as well as 65 other books whose sales total over 22 million copies in 47 languages. Blanchard’s other business bestsellers include Raving Fans , High Five! , and The Secret: What Great Leaders Know and Do . Blanchard is Chief Spiritual Officer of The Ken Blanchard Companies, a global leader in creating the world’s best managers, training more than 150,000 people each year. This book contains indispensable contributions from The Ken Blanchard Companies’ founding associates and consulting partners, including Marjorie Blanchard, Madeleine Homan Blanchard, Scott Blanchard, Don Carew, Eunice Parisi-Carew, Randy Conley, Kathy Cuff, Garry Demarest, Claire Díaz-Ortiz, Chris Edmonds, Fred Finch, Susan Fowler, Bob Glaser, Lael Good, Vicki Halsey, Laurie Hawkins, Judd Hoekstra, Fay Kandarian, Linda Miller, Alan Randolph, Jane Ripley, Jesse Stoner, Drea Zigarmi, and Pat Zigarmi.