Prove It!

Prove It!
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If you can change education, you can change the world Edupreneur gives teachers the "how." You already know what needs to be done to improve education, but you may lack the support and processes to bring it to life—and that's where this book comes in. You'll walk through the four stages of innovation—dreaming, digging, making and sharing—and learn how to unleash ground-shaking change from the classroom up. Straightforward, highly practical and kick-in-the-pants inspirational, this book is your new companion for making education work. You'll read about passionate teachers who have raised attendance from 40% to 90%; you'll read about principals who took on the worst-performing schools and turned them around; you'll read about leaders who had the courage to take the reins of a school and turn it from good to great—and you'll learn how they did it and how you're entirely capable of the same kind of revolutionary change. This is a book not just for challenging schools, but for all educators who are passionate about providing a great education for every student, every day. Administrators, academics and politicians can debate endlessly about how to "fix our schools," ignoring the fact that their best innovators and catalysts of change are already right there in the classroom. You have plenty of ideas, so here's your license to make them happen. Edupreneur will help teachers in all schools to: Identify ways to improve day-to-day practice Overcome the challenges that hamper progress Create new solutions that sidestep old roadblocks Collaborate with similarly forward-thinking educators Imagine what education could look like if teachers were practically equipped to bring exciting new ideas to the classroom every day. Edupreneur helps you be that kind of teacher you've always wanted to be, with a clear framework for truly bringing on the change.

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Barr Stacey. Prove It!

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

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

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

No weasel words

Be ruthless

CHAPTER 6. EVIDENCE: ANYTHING THAT MATTERS CAN BE MEASURED

Evidence means measuring

Learning, not judging

Evidence before measures

Measure what matters

CHAPTER 7. EXECUTION: IMPLEMENTING YOUR STRATEGY MUST DELIVER A HIGH ROI

Execution means improvement

Leverage, not force

Patterns, not points

Processes, not people

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

Buy-in, not sign-off

Work on, not just in

CHAPTER 9. ACTION: REACHING FOR INTRINSICALLY REWARDING TARGETS

Action means closing performance gaps

Causes, not symptoms

Practical, not perfect

Collaboration, not competition

CHAPTER 10. LEARNING: SUCCESS LOVES SPEED

Learning means course correcting

Experiments, not assumptions

No failure, only feedback

Iterate, don't procrastinate

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

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

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Stacey Barr is a specialist in organisational performance measurement and its application in evidence-based leadership. She has always loved working with numbers, and organisational performance measurement became her niche early in her career.

Since the late 1990s, she has worked with a wide variety of organisations around the world, particularly in the public sector, to help them make their strategy measurable, develop meaningful measures for what matters, and create a performance culture. Stacey believes in evidence, evidence that helps us learn how to make the impact we want, and helps us celebrate the impact we make.

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It's true that there are organisations that say they want to be profitable, and do well at being profitable. There are plenty of organisations that have done this, and at the expense of their people, their customers, or the planet. In their book How Companies Lie: Why Enron Is Just the Tip of the Iceberg, authors A. Larry Elliott and Richard J. Schroth discuss how companies like Enron, Tyco and Sunbeam haven't taken care of all their stakeholders: the people that supported them, and whose support they need to last into the future.

Those are not the kinds of organisations that this book was designed for. Profit cannot be the ultimate definition of high performance. It's more than that, and has to be if an organisation is to stand the test of time. And so high performance is more about the culture of an organisation, and the way it pursues results for all its stakeholders. The high-performance culture is one of:

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