Prove it! how to create a high-performance culture and measurable success
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Milton, Queensland :
Wiley
2017.
|
| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849114006719 |
Tabla de Contenidos:
- Intro
- 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 measurement
- The 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 with
- Be 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 measure
- Measure 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 people
- Problems 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
- Chapter 9 Action: Reaching for intrinsically rewarding targets
- Action means closing performance gaps
- What do targets mean?
- Who is accountable for targets?
- Targets must be believed to be seen
- Causes, not symptoms
- Not enough staff is an excuse, not a reason
- The performance measure is the lens
- Practical, not perfect
- Conducting an 80/20 analysis
- When it's 80 per cent there, it's good enough
- Compress the time to find viable solutions
- Focus on eliminating waste
- Collaborative approaches
- Collaboration, not competition
- Competition works for athletes, but not for organisations.
- The whole is more than the sum of its parts
- Chapter 10 Learning: Success loves speed
- Learning means course correcting
- Experiments, not assumptions
- Isolating the effect of a strategic initiative
- No failure, only feedback
- The right kind of failure
- Breaking the framework of failure
- Aim high, but without expectation
- Iterate, don't procrastinate
- Fast and focused iterations
- Chapter 11 Start now: Evidence-based leadership starts at the top
- A high-performance culture is an output, not an input
- The first iteration of evidence-based leadership
- Stage 1: Decide to be evidence-based leaders
- Stage 2: Create a measurable corporate strategy
- Stage 3: Cascade the strategy
- Stage 4: Let the cascade flow naturally
- Stage 5: Reflect and learn for the next iteration
- Will you start?
- Appendix: XmR charts give us three signals
- Signal 1: Outlier or special cause
- Signal 2: Long run
- Signal 3: Short run
- Index
- Did this book help you? I'd love to know
- EULA.
