book

Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations

Name: Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations
Author: Ken Blanchard
ISBN: 0131443909

by Ken Blanchard

September 2006

Intermediate to advanced

384 pages

7h 27m

English

Pearson

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Copyright
Dedication
Praise for Leading at a Higher Level
Contributing Authors
Introduction
Leading at a Higher LevelLeading at a Higher LevelWhy Are We Writing This Book?How This Book Is Organized
I. Set Your Sights on the Right Target and Vision
1. Is Your Organization High Performing?
The Right Target: The Triple Bottom LineProvider of ChoiceEmployer of ChoiceInvestment of ChoiceA High Performing Organization SCORES Every TimeThe HPO SCORES™ ModelS = Shared Information and Open CommunicationC = Compelling VisionO = Ongoing LearningR = Relentless Focus on Customer ResultsE = Energizing Systems and StructuresS = Shared Power and High InvolvementLeadership Is the EngineThe HPO SCORES Quiz: How Does Your Organization Score?
2. The Power of Vision
The Importance of VisionA Compelling Vision Creates a Culture of GreatnessVision Is the Place to StartVision Can Exist Anywhere in an OrganizationEffective Versus Ineffective Vision StatementsCreating a Vision That Really WorksSignificant PurposePicture of the FutureClear ValuesMake Your Vision a RealityHow It’s CreatedHow It’s CommunicatedHow It’s LivedVision and Leadership
II. Treat Your Customers Right
3. Serving Customers at a Higher Level
Scoring with Your CustomersServing Customers at a Higher LevelDecide What You Want Your Customer Experience to BeDiscover What Your Customers WantDeliver Your Ideal Customer Service ExperiencePermitting People to SoarWallowing in a Duck PondGiving Your People WingsGoing Above and Beyond Customer ServiceMaking It All HappenMaking Customers the First PriorityA Story About Great Customer ServiceA Story About Poor Customer ServiceMy Personal Customer Service PhilosophyCreating Energizing SystemsCreating Raving Fan Customers Requires Gung Ho People
III. Treat Your People Right

4. Empowerment is The Key
What Is Empowerment?The Power of EmpowermentHow Past History Blocks Change to EmpowermentTapping the Power and Potential of People: A Real-World ExampleLearning the Language of EmpowermentThe Three Keys to EmpowermentThe First Key to Empowerment: Share Information with EveryoneSharing Information Builds TrustSharing Information Promotes Organizational LearningThe Second Key to Empowerment: Create Autonomy Through BoundariesThe Third Key to Empowerment: Replace the Old Hierarchy with Self-Directed Individuals and TeamsThe Power of Self-Directed IndividualsThe Power of Self-Directed TeamsDealing with the Leadership Vacuum
5. Situational Leadership® II: The Integrating Concept
Matching Leadership Style to Development LevelEnthusiastic Beginners Need a Directing StyleDisillusioned Learners Need a Coaching StyleCapable but Cautious Performers Need a Supporting StyleSelf-Reliant Achievers Need a Delegating StyleDevelopment Level Varies from Goal to Goal or Task to TaskThe Importance of Meeting People Where They AreThe Three Skills of a Situational LeaderDiagnosis: The First SkillFlexibility: The Second SkillPartnering for Performance: The Third SkillEffective Leadership Is a Transformational Journey
6. Self Leadership: The Power Behind Empowerment
Creating an Engaged WorkforceCreating Self Leaders Through Individual LearningThe Three Skills of a Self LeaderThe First Skill of a Self Leader: Challenge Assumed ConstraintsThe Second Skill of a Self Leader: Celebrate Your Points of PowerUsing the Power of “I Need”The Third Skill of a Self Leader: Collaborate for Success
7. Partnering for Performance
Establishing an Effective Performance Management SystemPartnering and the Performance Management SystemPerformance Planning: The First Part of a Performance Management SystemPerformance Coaching: The Second Part of a Performance Management SystemImproving PerformanceDeclining PerformancePlacing Blame: Not a Good StrategyDealing with De-CommitmentPerformance Review: The Third Part of a Performance Management SystemPartnering as an Informal Performance Management SystemOne-on-Ones: An Insurance Policy for Making Partnering for Performance Work
8. Essential Skills for Partnering for Performance: The One Minute Manager®
One Minute Goal SettingAreas of AccountabilityPerformance StandardsGoals Need to Be ClearReaching Goals Requires FeedbackPerformance Reviews Can Undermine PerformanceLimit the Number of GoalsGood Goals Are SMART GoalsOne Minute PraisingsBe Immediate and SpecificState Your FeelingsPraisings Are Universally PowerfulBeing Close CountsMake Time for PraisingsReprimanding Versus RedirectionOne Minute ReprimandsReprimand the Behavior, Not the PersonRedirectionPraisings and Redirection Are Key to Partnering for PerformanceThe Fourth Secret of the One Minute ManagerThe One Minute Apology
9. Situational Team Leadership
Why Teams?Why Teams FailCharacteristics of a High Performing TeamPERFORM Across the OrganizationPERFORM in ActionTeam Beliefs and AttitudesTeam Knowledge and SkillsSituational Leadership® II and High Performing TeamsStages of Team DevelopmentProductivity and MoraleTeam Development Stage 1 (TDS1): OrientationTeam Development Stage 2 (TDS2): DissatisfactionTeam Development Stage 3 (TDS3): IntegrationTeam Development Stage 4 (TDS4): ProductionTeam Development Stage 5 (TDS5): TerminationWhy Is It Important to Understand the Stages of Development and Diagnose Team Needs?Team Leadership StylesDirective Behavior with TeamsSupportive Behavior with TeamsMatching Leadership Style to Team Development StageStay on the Railroad TracksRegressionThe Miracle of Teamwork
10. Organizational Leadership
Why Is Leading Change Important?Why Is Organizational Change So Complicated?When Is Change Necessary?Change Gets Derailed or Fails for Predictable ReasonsFocus on Managing the JourneySurfacing and Addressing People’s ConcernsStage 1: Information ConcernsStage 2: Personal ConcernsStage 3: Implementation ConcernsStage 4: Impact ConcernsStage 5: Collaboration ConcernsStage 6: Refinement ConcernsOrganizational Leadership StylesDirective Behavior for Organizational ChangeSupportive Behavior for Organizational ChangeSituational Leadership® II and ChangeFor Information Concerns, Use Leadership Style 1: DirectingFor Personal Concerns, Use Leadership Style 2: CoachingFor Implementation Concerns, Use Leadership Style 2: CoachingFor Impact Concerns, Use Leadership Style 3: SupportingFor Collaboration Concerns, Use Leadership Style 3: SupportingFor Refinement Concerns, Use Leadership Style 3: Supporting, Blending into Style 4: DelegatingInvolvement and Influence in Planning the Change
11. Leading Change
Eight Change Leadership StrategiesStrategy 1: Expand Opportunities for Involvement and Influence Outcome: Buy-InFlexibility: Using a Number of Different Change Leadership Strategies to Successfully Lead ChangeCase Study: Non-Support-Paying ParentsStrategy 2: Explain the Business Case for Change Outcome: Compelling Case for ChangeWhy Change Efforts Typically Fail: Reason #4Strategy 3: Envision the Future Outcome: Inspiring VisionWhy Change Efforts Typically Fail: Reason #5Strategy 4: Experiment to Ensure Alignment Outcome: One Voice and Aligned InfrastructureWhy Change Efforts Typically Fail: Reasons #6, 7, 8, and 9Strategy 5: Enable and Encourage Outcome: New Skills and CommitmentWhy Change Efforts Typically Fail: Reason #10Strategy 6: Execute and Endorse Outcome: Accountability for ResultsWhy Change Efforts Typically Fail: Reasons #11, 12, and 13Strategy 7: Embed and Extend Outcome: Sustainable ResultsWhy Change Efforts Typically Fail: Reason #14Strategy 8: Explore Possibilities Outcome: OptionsWhy Change Efforts Typically Fail: Reason #15
IV. Have the Right Kind of Leadership
12. Servant Leadership
What Is Servant Leadership?Applying Servant LeadershipGreat Leaders Encourage Their People to Bring Their Brains to WorkWhat Impacts Performance the Most?Being a Servant Leader Is a Question of the HeartDriven Versus Called LeadersThe Plight of the EgoEgo AntidotesWhat Servant Leaders DoServant Leadership: A Mandate or a Choice
13. Determining Your Leadership Point of View
Elements of a Leadership Point of ViewYour Leadership Role ModelsYour Life PurposeYour Core ValuesYour Beliefs About Leading and Motivating PeopleWhat People Can Expect from YouWhat You Expect from Your PeopleHow You Will Set an ExampleDeveloping Your Own Leadership Point of View
Endnotes
IntroductionChapter 1Chapter 2Chapter 3Chapter 4Chapter 5Chapter 6Chapter 7Chapter 8Chapter 9Chapter 10Chapter 11Chapter 12Chapter 13
Organizational Change Readiness Assessment
Scoring Instructions
Acknowledgments and Praisings
About the Authors
Ken BlanchardMarjorie BlanchardScott BlanchardDonald K. CarewEunice Parisi-CarewFred FinchSusan FowlerLaurence HawkinsJudd HoekstraFay KandarianAlan RandolphJesse StonerDrea ZigarmiPatricia Zigarmi
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Content preview from Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations

Chapter 7. Partnering for Performance

Fred FinchKen Blanchard

At its best, leadership is a partnership that involves mutual trust between two people who work together to achieve common goals. When that occurs, both leader and follower have an opportunity to influence each other. Leadership shifts back and forth between them, depending on the task at hand and who has the competence and commitment to deal with it. Both parties play a role in determining how things get done.

Partnering for performance, the third skill of effective situational leaders, provides a guide for creating such side-by-side leadership relationships. It is a process for increasing the quality and quantity of conversations between managers and direct reports—the people they support ...

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Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations

by Ken Blanchard

Chapter 7. Partnering for Performance

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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