Prove It!
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Оглавление
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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