7 Business Habits That Drive High Performance.

Format:

Book

Author/Creator:

Barnett, Nicholas S.

Language:

English

Subjects (All):

Employee motivation.

Personnel management.

Success in business.

Physical Description:

1 online resource (190 p.)

Edition:

1st ed.

Place of Publication:

Cork : BookBaby, 2014.

Summary:

This book identifies the 7 habits that most differentiate high performance from low performance organisations. It is based on ground-breaking research involving the views of over 100,000 employees from around 200 companies. The 7 Business Habits are all inter-related and indispensable to the delivery of sustainable high performance. Adopting and

Contents:

Front Cover; Copyright; Dedication; Acknowledgements; Contents; Foreword; Preface; What this book is about and why it is important; 100,000 employees can't be wrong; High performance is cumulative; Businesses, companies and organisations; The 7 Business Habits are inter-related and indispensable; Organisational habits, not individual habits; Ethical leadership and good governance; Not a quick fix; Who should read this book?; How to use this book effectively; How this book relates to the author's first book; Introduction; Your organisation's culture is a reflection of you and your habits

Geographic, cultural, personality and other differencesDominant cultures and sub-cultures; Action checklist; Chapter 1 Habits create cultures; Financial sustainability; Balanced scorecard; Non-financial measures; Lead and lag indicators; It's a journey not a destination; The look, feel and smell of high and low performance; Action checklist; Chapter 2 What is a high performance organisation?; It all starts with an inspiring vision; A vision for your organisation, not for the world; A shared vision, not just the leader's vision; Connect with the heart, not just the mind

A vision must become a way of lifeA strong foundation in difficult times; A minor crack can become a chasm; Many vision statements gather dust; How to create and embed an inspiring vision; Action checklist; Chapter 3 Habit 1: Live an inspiring vision; Strategy brings vision to life; Answer key strategic questions; Invest in clarity of internal communications; Add energy and focus with a tagline or slogan; Cascade your goals and develop a scorecard; Consider the risks; Action checklist; Strategy on a page; Chapter 4 Habit 2: Communicate clear strategies and goals

Select, recruit, coach and support the right peopleUnleash the potential within; Start with your leaders; "On-the-job" development is underrated; Develop career paths; Holistic education in the organisation's affairs; Partner with others to develop your people; Build a mentoring and coaching structure; Action checklist; Chapter 5 Habit 3: Develop your people; Saying thanks makes a big difference; Be bold, be surprising; Build recognition into your culture and DNA; Institutionalise employee and team recognition; Recognise strengths even when reprimanding an employee; Action checklist

Chapter 6 Habit 4: Go out of your way to recognise your peopleBe authentic; Individuals must care for individuals; Caring has many dimensions; Manage the psychological contract well; Inaction speaks loudly too; Don't undo years of great work; Action checklist; Chapter 7 Habit 5: Genuinely care for your people; Do customers or employees come first?; Where is your money coming from?; Build relationships, not transactions; Move from satisfaction to loyalty to advocacy; Build a customer-centric organisation; Action checklist; Chapter 8 Habit 6: Listen and adapt to your customers' needs

Frustrating systems undermine your other good work

Notes:

Description based upon print version of record.

Description based on publisher supplied metadata and other sources.

ISBN:

9781483528120

148352812X

OCLC:

896801344