Peak Performance Culture

Peak Performance Culture
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An innovative approach to driving maximum performance at all levels of an organization Peak Performance Culture: The Five Metrics of Operational Excellence is a step-by-step roadmap to achieving optimal organizational development in your company or association. This practical guide helps you accurately evaluate the current state of your company and create a strategy that maximizes its future success. Author Dave Mitchell, building upon concepts introduced in his bestselling books The Power of Understanding People and The Power of Understanding , provides new applications, effective real-world tactics, powerful organizational assessment tools, and much more. The book addresses the five critical factors for organizational success: vertical alignment, horizontal alignment, leadership ideology and corporate culture, employee experience, and customer experience. Each comprehensive chapter introduces a key component to peak performance culture – containing a detailed definition of the component, illustrative examples, expert insights, and practical considerations relevant to a diverse range of real-world situations. This must-have guide: Features exercises and assessments to identify organizational metrics drawn from 25 years of work with client organizations such as Allstate Insurance, Bank of America, Universal Studios, Hilton Worldwide, Walt Disney World, and hundreds more Explores best practices for implementing policies, procedures, and philosophies that align with an organization's mission, values, and strategy Discusses individual characteristics of high performers, how to enhance teamwork, the relationships between functional units within an organization, and employee recruitment, selection, and onboarding Addresses issues surrounding how employees responsible for customer satisfaction are experiencing their organizations Provides tools for continually evaluating and improving customer experience, including a pragmatic model that can be applied to any organization Whether your company needs to correct performance problems, or is already successful but seeking even higher levels of success, Peak Performance Culture: The Five Metrics of Operational Excellence will prove to be an invaluable resource for any organization.

Оглавление

Dave Mitchell. Peak Performance Culture

Table of Contents

List of Tables

List of Illustrations

Guide

Pages

PEAK PERFORMANCE CULTURE. THE FIVE METRICS OF ORGANIZATIONAL EXCELLENCE

Preface

Acknowledgments

Introduction

“FAT ENOUGH, HAPPY ENOUGH” ISN'T ENOUGH

WHAT YOU'LL FIND IN THE BOOK

THE PLAN REQUIRES WORK

Chapter 1 A Foundation of Passion

TRUE PASSION IS RARE

DESIRE VERSUS PASSION

THE IMPORTANCE OF JOY

LEADING WITH PASSION

Key Considerations

Chapter 2 Horizontal Alignment

SUCCESS SCOREBOARD

First Measure: Profit

Second Measure: Efficiency

Third Measure: Stakeholder Satisfaction and Retention

Importance of Customer Satisfaction

The Need for Customer Retention

Employees as Stakeholders

MARKET ENVIRONMENT

WHY ME? THE CORE IDEOLOGY

Makeup of a Core Ideology

Comparing Two Wineries' Core Ideologies

HOW DO YOU IDENTIFY YOUR CORE IDEOLOGY?

Spend Some Time Evaluating the Leadership Team's Culture

Trust

Engagement

Idea Generation

Collaboration

Clear Expectations

Spend Time Thinking About the Market Environment

Spend Time Honestly Evaluating Your Current State

Determine the Desired Future State

Will Our Core Ideology Be Reflective or Aspirational?

I'll Have the Combo Please

Generative Positions and Core Ideology

Construct the Core Ideology

THE FIRST STEP OF ALIGNMENT IS DONE

Key Considerations

Chapter 3 Vertical Alignment

VERTICAL ALIGNMENT SHOULDN'T BE AN AFTERTHOUGHT

THE INCREDIBLE VALUE OF A WELL‐DESIGNED JOB DESCRIPTION

A MISALIGNED BRAND

DIGGING DEEPER INTO ALIGNMENT

THE MISALIGNED SALES PROCESS

BRAND STATEMENT AND VERTICAL ALIGNMENT

THE FALLACY OF “DISRUPTION”

SMALL CHANGES IN HORIZONTAL ALIGNMENT CREATE BIG CHANGES IN VERTICAL ALIGNMENT

VERTICAL ALIGNMENT AT THE DIVISIONAL/DEPARTMENTAL LEVEL

Step One: Identify Your Current State

Step Two: Identify the Desired Future State

Step Three: Will the New Practice Align with the Organization's Core Ideology?

PASSION IS THE FOUNDATION, ALIGNMENT IS THE INFRASTRUCTURE

Key Considerations

Chapter 4 Leadership Ideology

THE PROBLEM WITH VALUES

THE IMPORTANCE OF BEHAVIORS

INTERNAL LOCUS OF CONTROL

AN EMPOWERMENT CULTURE

INTRINSIC NEEDS FULFILLMENT

DIALECTICAL THINKING

ZERO‐BASED THINKING

COACHING AND COUNSELING TO SHIFT RESPONSIBILITY

PEOPLE PREVENTATIVE MAINTENANCE SYSTEM

SEAMWORK

LEADERSHIP TOXICITY

THE GREAT EIGHT OF BENEVOLENT ACCOUNTABILITY AND PRAGMATIC CREATIVITY

Key Considerations

Chapter 5 The Customer Experience

NOT ALL CUSTOMERS ARE ALIKE

THE HEART AND ART OF SERVICE EXCELLENCE

SERVICE EXCELLENCE AND ORGANIZATIONAL ERGONOMICS

SERVICE RECOVERY

CUSTOMER JOURNEY MAPPING AND THE POWER OF EXPECTATIONS

Anticipated Experience

Critical Interactions

Journey Mapping

Filtering

Client Advisory Boards

Client Awareness Councils

The Lifespan of Boards and Councils

Propulsion

Confusion

Frustration

Revision or Division

Reignition or Dissolution

The Need for a CAB and CAC

Sample of Piramal Pharma Solutions Charter

The Mission of the Patient Awareness Council

Council Structure

Council Responsibilities

Selection Process and Leadership

Council Meeting Protocols

Training

Council Expectations

Questions? Suggestions? Comments?

Example of Patient Awareness Council Welcome Letter

Key Considerations

Chapter 6 The Employee Experience

RECRUITING AND SELECTION

Ongoing Recruitment

Imagining the Ideal Candidate

Recruiting and Selection Checklist

Assessing an Applicant's Locus of Control

NEW HIRE ONBOARDING/ORIENTATION

SKILLS TRAINING

CONTINUOUS COACHING AND PERFORMANCE FEEDBACK

CAREER PATHING

THE EMPLOYEE/CUSTOMER LINK

Key Considerations

Chapter 7 It's Go Time!

Appendix: Peak Performance Culture The Five Metrics of Organizational Excellence

PEAK PERFORMANCE CULTURE ASSESSMENT

ONGOING ENHANCEMENT

HORIZONTAL ALIGNMENT ASSESSMENT (Refer to Chapter 2)

VERTICAL ALIGNMENT ASSESSMENT (Refer to Chapter 3)

LEADERSHIP IDEOLOGY ASSESSMENT (Refer to Chapter 4)

CUSTOMER EXPERIENCE ASSESSMENT (Refer to Chapter 5)

EMPLOYEE EXPERIENCE ASSESSMENT (Refer to Chapter 6)

About the Author

Index

WILEY END USER LICENSE AGREEMENT

Отрывок из книги

DAVE MITCHELL

It was January 2012. Verona, Italy. My 16‐plus years (at that time) as an international speaker on organizational development did not prepare me for what I was about to experience. The 12 years I'd worked in corporate human resources development before that also failed me. Nothing about the chain of events leading up to this moment foretold the incredible reveal that would happen at an auditorium within a vibrant pharmaceutical research and manufacturing facility.

.....

“What? How can this be?” I thought to myself. How is it that these incredibly knowledgeable chemists, technicians, and researchers would be so emotionally sensitive? It had not occurred to me that these professionals were not merely drawn to the science of health care, but also to the service of others.

It was at this moment that I knew that the organization had a core ideology that could differentiate it from its competitors. This corporate culture was unique, possessing not just the technical expertise to enhance the work of those clients whom they supported, but also a passion for helping others. We already knew they had a head for science, but we discovered that day that they also had a heart for service.

.....

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