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Leading at a Higher Level

Blanchard on Leadership and Creating High Performing Organizations

 E-book Engels 2021 9780134857572
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Samenvatting

40 Years of Breakthrough Leadership Insights in One Extraordinary Book!

From The One Minute Manager® to Raving Fans, Ken Blanchard’s books have helped millions of people unleash their power and the potential of everyone around them. For 40 years, The Ken Blanchard Companies® has helped thousands of organizations become more people oriented, customer centered, performance driven, and socially responsible.

Now, in this fully updated third edition of Leading at a Higher Level, Blanchard and his colleagues bring together all they’ve learned about world-class leadership, including brand new chapters on building a high-trust workplace, collaborating for high performance, driving success through mentoring, and leading at the organizational level. You’ll discover how to create targets and visions based on the “quadruple bottom line” and make sure people know who you are, where you’re going, and the values that will guide your journey.

Leading at a Higher Level presents the definitive discussion about using SLII®–the most widely used leadership model in the world–to lead yourself, individuals, teams, and entire organizations. More important, you’ll learn how to dig deep within, discover the personal “leadership point of view” all great leaders possess, and apply it throughout your entire life. This book will guide you, inspire you, provoke you, and be your touchstone. Discover how to…
Go beyond the short term and zero in on the right target and vision Eliminate the gap between your company’s stated values and actual behavior Deliver legendary, maniacal customer service and earn raving fans Truly empower your people and unleash their incredible potential Create a coaching culture that boosts performance at every level Ground your leadership in humility and focus on the greater good
Leading at a Higher Level is for everyone who wants to become a better leader in any company, any organization, any area of life.

“Leading at a Higher Level makes clear that respect and integrity aren’t pleasant-sounding options; they are essential criteria for an organization’s survival. As inspiring as it is instructive, this book belongs in every leader’s core curriculum.”
–WARREN BENNIS, bestselling author of Leaders and On Becoming a Leader
“If you want to have a great company, you don’t have a choice but to lead at a higher level. When you do that, you excite your people, they take care of your customers, and your cash register goes ca-ching.”
–HORST SCHULZE, Vice President and CEO, The West Paces Hotel Group, LLC; Founding and former President & COO, The Ritz-Carlton Hotel Company, LLC

Specificaties

ISBN13:9780134857572
Taal:Engels
Bindwijze:e-book
Uitgever:Pearson Education

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Inhoudsopgave

Introduction&nbsp;&nbsp;&nbsp;&nbsp; xxii <br>Leading at a Higher Level&nbsp;&nbsp;&nbsp;&nbsp; xxiii <br>Why Did We Write This Book?&nbsp;&nbsp;&nbsp;&nbsp; xxiv <br>How This Book Is Organized&nbsp;&nbsp;&nbsp; xxvi <br> <br> SECTION I:&nbsp; SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION&nbsp;&nbsp;&nbsp;&nbsp; 1<br>Chapter 1&nbsp; Is Your Organization High Performing?&nbsp;&nbsp;&nbsp;&nbsp; 3 <br> Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, and Ken Blanchard <br>The Right Target: The Quadruple Bottom Line&nbsp;&nbsp;&nbsp;&nbsp; 4 <br>A High Performing Organization Scores Every Time&nbsp;&nbsp;&nbsp;&nbsp; 9 <br>The HPO SCORES® Model&nbsp;&nbsp;&nbsp;&nbsp; 10 <br>Leadership Is the Engine&nbsp;&nbsp;&nbsp;&nbsp; 12 <br>The HPO SCORES® Quiz: How Does Your Organization Score?&nbsp;&nbsp;&nbsp;&nbsp; 13 <br>HPO SCORES® Quiz&nbsp;&nbsp;&nbsp;&nbsp; 13 <br> Chapter 2&nbsp; The Power of Vision&nbsp;&nbsp;&nbsp;&nbsp; 17 <br> Jesse Stoner, Ken Blanchard, and Drea Zigarmi <br>The Importance of Vision&nbsp;&nbsp;&nbsp;&nbsp; 17 <br>Effective Versus Ineffective Vision Statements&nbsp;&nbsp;&nbsp;&nbsp; 18 <br>Creating a Vision That Really Works&nbsp;&nbsp;&nbsp;&nbsp; 19 <br>A Compelling Vision Creates a Culture of Greatness&nbsp;&nbsp;&nbsp;&nbsp; 24 <br>Vision Is the Place to Start&nbsp;&nbsp;&nbsp;&nbsp; 24 <br>Vision Can Exist Anywhere in an Organization&nbsp;&nbsp;&nbsp;&nbsp; 26 <br>Make Your Vision a Reality&nbsp;&nbsp;&nbsp;&nbsp; 27 <br>Vision and Leadership&nbsp;&nbsp;&nbsp;&nbsp; 29 <br> <br> SECTION II:&nbsp; TREAT YOUR PEOPLE RIGHT&nbsp;&nbsp;&nbsp;&nbsp; 33<br>Chapter 3&nbsp; Empowerment Is the Key&nbsp;&nbsp;&nbsp;&nbsp; 35 <br> Alan Randolph and Ken Blanchard <br>What Is Empowerment?&nbsp;&nbsp;&nbsp;&nbsp; 36 <br>The Power of Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 37 <br>How History Blocks Change to Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 37 <br>Tapping People’s Power and Potential: A Real-World Example&nbsp;&nbsp;&nbsp;&nbsp; 39 <br>Learning the Language of Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 40 <br>The Three Keys to Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 41 <br> Chapter 4&nbsp; SLII®: The Integrating Concept&nbsp;&nbsp;&nbsp;&nbsp; 53 <br> The Founding Associates <br>The Three Skills of an SLII® Leader&nbsp;&nbsp;&nbsp;&nbsp; 54 <br>&nbsp;&nbsp;&nbsp; Goal Setting: The First Skill&nbsp;&nbsp;&nbsp;&nbsp; 54 <br>&nbsp;&nbsp;&nbsp; Diagnosis: The Second Skill&nbsp;&nbsp;&nbsp;&nbsp; 54 <br>&nbsp;&nbsp;&nbsp; Matching: The Third Skill&nbsp;&nbsp;&nbsp;&nbsp; 55 <br>Enthusiastic Beginners Need a Directing Style&nbsp;&nbsp;&nbsp;&nbsp; 58 <br>Disillusioned Learners Need a Coaching Style&nbsp;&nbsp;&nbsp;&nbsp; 59 <br>Capable But Cautious Performers Need a Supporting Style&nbsp;&nbsp;&nbsp;&nbsp; 60 <br>Self-Reliant Achievers Need a Delegating Style&nbsp;&nbsp;&nbsp;&nbsp; 60 <br>Development Level Varies from Goal to Goal and Task to Task&nbsp;&nbsp;&nbsp;&nbsp; 61 <br>Meeting People Where They Are&nbsp;&nbsp;&nbsp;&nbsp; 62 <br>The Importance of Partnering with People&nbsp;&nbsp;&nbsp;&nbsp; 66 <br>Effective Leadership Is a Transformational Journey&nbsp;&nbsp;&nbsp;&nbsp; 67 <br> Chapter 5&nbsp; Self Leadership: The Power Behind Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 69 <br> Susan Fowler, Ken Blanchard, and Laurence Hawkins <br>Creating an Empowered Workforce&nbsp;&nbsp;&nbsp;&nbsp; 70 <br>Creating Self Leaders Through Individual Learning&nbsp;&nbsp;&nbsp;&nbsp; 71 <br>The Three Skills of a Self Leader&nbsp;&nbsp;&nbsp;&nbsp; 72 <br> Chapter 6&nbsp; One-on-One Leadership&nbsp;&nbsp;&nbsp;&nbsp; 81 <br> Fred Finch and Ken Blanchard <br>Establishing an Effective Performance Management System&nbsp;&nbsp;&nbsp;&nbsp; 81 <br>One-on-One Leadership and the Performance Management System&nbsp;&nbsp;&nbsp;&nbsp; 85 <br>Partnering as an Informal Performance Management System&nbsp;&nbsp;&nbsp;&nbsp; 100 <br>One-on-Ones: An Insurance Policy for Making One-on-One Leadership Work&nbsp;&nbsp;&nbsp;&nbsp; 101 <br> Chapter 7&nbsp; Essential Skills for One-on-One Leadership&nbsp;&nbsp;&nbsp;&nbsp; 103 <br> Ken Blanchard and Fred Finch <br>One Minute Goal Setting&nbsp;&nbsp;&nbsp;&nbsp; 103 <br>Areas of Accountability&nbsp;&nbsp;&nbsp;&nbsp; 104 <br>Performance Standards&nbsp;&nbsp;&nbsp;&nbsp; 105 <br>One Minute Praisings&nbsp;&nbsp;&nbsp;&nbsp; 110 <br>One Minute Re-Directs&nbsp;&nbsp;&nbsp;&nbsp; 113 <br>The Fourth Secret of the One Minute Manager&nbsp;&nbsp;&nbsp;&nbsp; 116 <br> Chapter 8&nbsp; Building Trust&nbsp;&nbsp;&nbsp;&nbsp; 119 <br> Ken Blanchard, Cynthia Olmstead, and Randy Conley <br>The High Cost of Low Trust&nbsp;&nbsp;&nbsp;&nbsp; 119 <br>The Benefits of Trust&nbsp;&nbsp;&nbsp;&nbsp; 120 <br>The Four Elements of Trust&nbsp;&nbsp;&nbsp;&nbsp; 120 <br>Creating a High Trust Environment&nbsp;&nbsp;&nbsp;&nbsp; 121 <br>The Transparency Challenge&nbsp;&nbsp;&nbsp;&nbsp; 124 <br>Repairing Broken Trust&nbsp;&nbsp;&nbsp;&nbsp; 126 <br>The Ripple Effect&nbsp;&nbsp;&nbsp;&nbsp; 128 <br> Chapter 9&nbsp; Coaching: A Key Competency for Leadership Development&nbsp;&nbsp;&nbsp;&nbsp; 131 <br> Madeleine Homan Blanchard and Linda Miller <br>Definition of Coaching&nbsp;&nbsp;&nbsp;&nbsp; 131 <br>Five Applications of Coaching&nbsp;&nbsp;&nbsp;&nbsp; 132 <br>&nbsp;&nbsp;&nbsp; Application One: Performance Coaching&nbsp;&nbsp;&nbsp;&nbsp; 133 <br>&nbsp;&nbsp;&nbsp; Application Two: Development Coaching&nbsp;&nbsp;&nbsp;&nbsp; 135 <br>&nbsp;&nbsp;&nbsp; Application Three: Career Coaching&nbsp;&nbsp;&nbsp;&nbsp; 137 <br>&nbsp;&nbsp;&nbsp; Application Four: Coaching to Support Learning&nbsp;&nbsp;&nbsp;&nbsp; 140 <br>&nbsp;&nbsp;&nbsp; Application Five: Creating an Internal Coaching Culture&nbsp;&nbsp;&nbsp;&nbsp; 142 <br> Chapter 10&nbsp; Mentoring: The Key to Life Planning&nbsp;&nbsp;&nbsp;&nbsp; 145 <br> Ken Blanchard and Claire Díaz-Ortiz <br>Obstacles to Beginning a Mentoring Relationship&nbsp;&nbsp;&nbsp;&nbsp; 146 <br>Choosing a Mentoring Partner&nbsp;&nbsp;&nbsp;&nbsp; 147 <br>Essence Versus Form&nbsp;&nbsp;&nbsp;&nbsp; 147 <br>The MENTOR Model: Elements of a Successful Mentoring Partnership&nbsp;&nbsp;&nbsp;&nbsp; 148 <br>Creating a Mentoring Program in Your Organization&nbsp;&nbsp;&nbsp;&nbsp; 151 <br>Tailoring Mentoring to Career Stages&nbsp;&nbsp;&nbsp;&nbsp; 152 <br> Chapter 11&nbsp; Team Leadership&nbsp;&nbsp;&nbsp;&nbsp; 155 <br> Don Carew, Eunice Parisi-Carew, Lael Good, and Ken Blanchard <br>Why Teams?&nbsp;&nbsp;&nbsp;&nbsp; 156 <br>Obstacles to High Performance&nbsp;&nbsp;&nbsp;&nbsp; 158 <br>An Effective Team Leadership Approach&nbsp;&nbsp;&nbsp;&nbsp; 159 <br>Providing Leadership Behaviors That Match the Team’s Needs&nbsp;&nbsp;&nbsp;&nbsp; 168 <br>Strategies for Higher Team Performance&nbsp;&nbsp;&nbsp;&nbsp; 173 <br>The Power of Teams&nbsp;&nbsp;&nbsp;&nbsp; 176 <br> Chapter 12&nbsp; Collaboration: Fuel for High Performance&nbsp;&nbsp;&nbsp;&nbsp; 179 <br> Jane Ripley, Eunice Parisi-Carew, and Ken Blanchard <br>Collaboration Is Not Coordination, Cooperation, or Teamwork&nbsp;&nbsp;&nbsp;&nbsp; 179 <br>Creating a Collaborative Framework&nbsp;&nbsp;&nbsp;&nbsp; 181 <br>Collaboration Versus Competition&nbsp;&nbsp;&nbsp;&nbsp; 183 <br>What It Takes to Be Collaborative&nbsp;&nbsp;&nbsp;&nbsp; 184 <br>Collaboration: Fuel for High Performance&nbsp;&nbsp;&nbsp;&nbsp; 189 <br> Chapter 13&nbsp; Organizational Leadership&nbsp;&nbsp;&nbsp;&nbsp; 191 <br> Ken Blanchard, Jesse Stoner, Don Carew, Eunice Parisi-Carew, and Fay Kandarian <br>Real Life Examples of HPO SCORES®&nbsp;&nbsp;&nbsp;&nbsp; 191 <br>Determining the Appropriate Leadership Style for Your Organization&nbsp;&nbsp;&nbsp;&nbsp; 198 <br>Diagnosing Your Organization’s Development Level&nbsp;&nbsp;&nbsp;&nbsp; 198 <br>Results and Relationships: The Determinants of a High Performing Organization&nbsp;&nbsp;&nbsp;&nbsp; 198 <br>Matching Leadership Style to Your Organization’s Development Stage&nbsp;&nbsp;&nbsp;&nbsp; 201 <br>Applying the Appropriate Leadership Style at Each Development Level&nbsp;&nbsp;&nbsp;&nbsp; 203 <br>The Importance of Diagnosis and Matching&nbsp;&nbsp;&nbsp;&nbsp; 206 <br>A History-Making Organizational Turnaround&nbsp;&nbsp;&nbsp;&nbsp; 207 <br> Chapter 14&nbsp; Organizational Change: Why People Resist It&nbsp;&nbsp;&nbsp;&nbsp; 209 <br> Pat Zigarmi, Judd Hoekstra, and Ken Blanchard <br>The Importance of Leading Change&nbsp;&nbsp;&nbsp;&nbsp; 209 <br>Why Is Organizational Change So Complicated?&nbsp;&nbsp;&nbsp;&nbsp; 210 <br>When Is Change Necessary?&nbsp;&nbsp;&nbsp;&nbsp; 211 <br>Why Change Gets Derailed or Fails&nbsp;&nbsp;&nbsp;&nbsp; 212 <br>Focus on Leading the Journey&nbsp;&nbsp;&nbsp;&nbsp; 214 <br>Surfacing and Addressing People’s Concerns&nbsp;&nbsp;&nbsp;&nbsp; 215 <br>Different People Are at Different Stages of Concern&nbsp;&nbsp;&nbsp;&nbsp; 223 <br>The Importance of Involving Those Who Are Being Asked to Change&nbsp;&nbsp;&nbsp;&nbsp; 223 <br> Chapter 15&nbsp; Leading People Through Change&nbsp;&nbsp;&nbsp;&nbsp; 225 <br> Pat Zigarmi and Judd Hoekstra <br>Five Change Leadership Strategies&nbsp;&nbsp;&nbsp;&nbsp; 225 <br>The Importance of Reinforcing the Change&nbsp;&nbsp;&nbsp;&nbsp; 247 <br> Chapter 16&nbsp; Managing a Successful Cultural Transformation&nbsp;&nbsp;&nbsp;&nbsp; 249 <br> Garry Demarest, Chris Edmonds, and Bob Glaser <br>Gung Ho!: A Starting Point&nbsp;&nbsp;&nbsp;&nbsp; 250 <br>Managing a Successful Cultural Transformation&nbsp;&nbsp;&nbsp;&nbsp; 255 <br>Critical Success Factors for Cultural Transformation&nbsp;&nbsp;&nbsp;&nbsp; 261 <br> <br> SECTION III:&nbsp; TREAT YOUR CUSTOMERS RIGHT&nbsp;&nbsp;&nbsp;&nbsp; 263<br>Chapter 17&nbsp; Serving Customers at a Higher Level&nbsp;&nbsp;&nbsp;&nbsp; 265 <br> Ken Blanchard, Kathy Cuff, Vicki Halsey, and Jesse Stoner <br>Getting Legendary SCORES from Your Customers&nbsp;&nbsp;&nbsp;&nbsp; 265 <br>Creating Legendary Service&nbsp;&nbsp;&nbsp;&nbsp; 267 <br>Serving Customers at a Higher Level&nbsp;&nbsp;&nbsp;&nbsp; 272 <br>Permitting People to Soar&nbsp;&nbsp;&nbsp;&nbsp; 281 <br>Wallowing in a Duck Pond&nbsp;&nbsp;&nbsp;&nbsp; 282 <br>Giving Your People Wings&nbsp;&nbsp;&nbsp;&nbsp; 282 <br> <br> SECTION IV:&nbsp; HAVE THE RIGHT KIND OF LEADERSHIP&nbsp;&nbsp;&nbsp;&nbsp; 285<br>Chapter 18&nbsp; Servant Leadership&nbsp;&nbsp;&nbsp;&nbsp; 287 <br> Ken Blanchard, Scott Blanchard, and Drea Zigarmi <br>What Is Servant Leadership?&nbsp;&nbsp;&nbsp;&nbsp; 287 <br>Applying Servant Leadership&nbsp;&nbsp;&nbsp;&nbsp; 290 <br>Great Leaders Encourage People to Bring Their Brains to Work&nbsp;&nbsp;&nbsp;&nbsp; 293 <br>What Kind of Leadership Impacts Performance the Most?&nbsp;&nbsp;&nbsp;&nbsp; 294 <br>Being a Servant Leader Is a Question of the Heart&nbsp;&nbsp;&nbsp;&nbsp; 298 <br>Driven Versus Called Leaders&nbsp;&nbsp;&nbsp;&nbsp; 299 <br>The Plight of the Ego&nbsp;&nbsp;&nbsp;&nbsp; 300 <br>Ego Antidotes&nbsp;&nbsp;&nbsp;&nbsp; 302 <br>What Servant Leaders Do&nbsp;&nbsp;&nbsp;&nbsp; 304 <br>Servant Leadership: A Mandate or a Choice&nbsp;&nbsp;&nbsp;&nbsp; 307 <br> Chapter 19&nbsp; Determining Your Leadership Point of View&nbsp;&nbsp;&nbsp;&nbsp; 313 <br> Margie Blanchard, Pat Zigarmi, and Ken Blanchard <br>Elements of a Leadership Point of View&nbsp;&nbsp;&nbsp;&nbsp; 314 <br>Developing Your Own Leadership Point of View&nbsp;&nbsp;&nbsp;&nbsp; 323 <br>Become a Higher Level Leader&nbsp;&nbsp;&nbsp;&nbsp; 332 <br> Endnotes&nbsp;&nbsp;&nbsp;&nbsp; 333<br>Acknowledgments&nbsp;&nbsp;&nbsp;&nbsp; 347<br>About the Authors&nbsp;&nbsp;&nbsp;&nbsp; 349<br>Services Available&nbsp;&nbsp;&nbsp;&nbsp; 371<br>Index&nbsp;&nbsp;&nbsp;&nbsp; 375 <br> <br> <p style="margin:0px;">&nbsp;</p>

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