The Front-Line Leader
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Оглавление
Gorder Chris Van. The Front-Line Leader
Acknowledgments
Introduction
Chapter One. Know Your People
Fly-Bys Don't Count
Roll Up Your Sleeves and Get Dirty
Do Your Dance
Make It Real with Questions and Answers
Stay Accessible
Keeping Employees Current
Be Yourself
The Job Never Ends
Taking Action
Chapter Two. Get Outside Yourself
See Yourself as a Trainee Again
Engage Even More Deeply
Lean on Your Partners
Build a Team Early
“We,” Not “I”
Love Your People
Taking Action
Chapter Three. The Credibility Factor
Make It Visible and Meaningful
Act Repeatedly
Help Is on the Way
Taking Action
Chapter Four. Tell Stories
Talk About the Front Line
Tell Your Own Stories
Use Your Storytelling Skills to Explain
Invite Employees to Tell Stories Too
Getting Inspired Together
Taking Action
Chapter Five. Create a Culture of Advocacy
Manage Down
Give Employees a Voice
Take Employee Feedback Seriously
Empower Employees to Assist in Change
Give People the Tools They Need to Succeed
Raise the Bar
Taking Action
Chapter Six. Take Care of the “Me”
Commit to a Philosophy, Not a Policy
Stick with the Philosophy in Tough Times
Create Structures That Support “No Layoffs”
Care for People Beyond the Workplace
Give More, Get More
Taking Action
Chapter Seven. Hold People Accountable
Make Leaders Formally Accountable
Create Your Own Standards
Spread the Gospel of Accountability
Lay Down the Law
Provide Resources
Reward Good Performance
Spiraling Upward
Taking Action
Chapter Eight. Build Loyalty and Engagement from the Middle
Develop Middle Managers Yourself
Let Managers Lead
Get Personal
Share the Power – and the Credit
Taking Action
Chapter Nine. Bring People Together
Bridge Information Gaps
Mobilize Collaboration Proactively
Engender Collaboration Proactively Throughout the Ranks
Take Your Time
Taking Action
Chapter Ten. Ask “What If?”
Make Contingency Planning a Way of Life
Address Big-Picture Threats
Rally Your People
Always Fall Up
Taking Action
Conclusion
About the Author
Index
Отрывок из книги
THE FRONT-LINE LEADER
BUILDING A HIGH-PERFORMANCE ORGANIZATION FROM THE GROUND UP
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When our team makes a decision – whether it's about access to capital, investment in new technology, organizational change, the hiring of executives, or anything else – the first thing we consider is the implications for front-line staff. Likewise, and perhaps most important, we have made a public commitment to use layoffs as a last resort as opposed to a quick fix. This forces our leadership team to become more disciplined in our planning, so that we can ensure that we have the financial resources required to retain our employees, as well as systems in place to use employees effectively as our business changes. It forces us to become more innovative, so that we can anticipate market trends and protect jobs.
It is easy to talk about connecting with front-line workers, but many executives I meet tell me they don't know how to bridge this divide in practice. Beyond lip service and rhetoric, executives at some companies still remain removed from those employees as well as from the managers who oversee staff performance. The Front-Line Leader seeks to change this by showing executives not only how critical it is to connect with line personnel but also, in practical terms, how we have done it. Organizations could become far more successful if executives only understood what it is to lead authentically from the ground up, and if they committed themselves, as we have, to that approach. If connecting with front-line workers could yield success for a large health care company, just imagine what leaders in less volatile and less regulated industries could accomplish.
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