Culture Hacker

Culture Hacker
Автор книги: id книги: 821638     Оценка: 0.0     Голосов: 0     Отзывы, комментарии: 0 1691,23 руб.     (17,27$) Читать книгу Купить и читать книгу Купить бумажную книгу Электронная книга Жанр: Зарубежная образовательная литература Правообладатель и/или издательство: John Wiley & Sons Limited Дата добавления в каталог КнигаЛит: ISBN: 9781119405771 Возрастное ограничение: 0+ Оглавление Отрывок из книги

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Advance Praise for Moving the Rock “The future comes at us fast – which means school reformers don’t have time to wait. They need real tools in real time. That’s why Moving the Rock is so important. Grant Lichtman has guidance for anyone – teachers, parents, administrators, government officials – intent on helping young people succeed not ‘someday,’ but today.” – Daniel H. Pink, best-selling author of Drive and A Whole New Mind “Grant Lichtman’s book is a clear and comprehensive guide to the “what" and the “how” of educational transformation. Organized around essential levers for change, it is a must-read for anyone who wants to make a difference in our schools.” —Tony Wagner, Harvard Ilab Expert in Residence, and best-selling author of The Global Achievement Gap and Creating Innovators” “This book gives me hope for a brighter future in education. Despite the dark clouds imposed by misguided policies, Grant Lichtman diligently tells stories of grass-roots innovations in the classrooms and schools all over the world. Moving the Rock is an inspiring call to action for all educators.” —Yong Zhao, Ph.D., Foundation Distinguished Professor, School of Education, University of Kansas “If you have children, or teach children, or want our children to succeed, this is a must-read book. Grant Lichtman throws down the challenge for all of us; that WE can change education, and he shows us just how successful schools everywhere are overcoming change-killing inertia in our schools.” —Todd Rose, best-selling author of The End of Average; Harvard University Moving the Rock: Seven Levers WE Can Press to Transform Educationgives educators, parents, administrators, students, and other stakeholders a clear paradigm for transforming our outmoded schools into schools that will help our children to meet the challenges of tomorrow. It’s no secret that our educational system is stuck. Moving the Rock shows the important roles all of us can play in un-sticking it by moving seven specific levers that will change the focus of education from what we teach to how we learn. Importantly, moving the levers is completely possible today, and in fact is already happening now in many schools. Drawing on research and extensive experience in the education community, Grant Lichtman outlines the seven essential levers that can profoundly change our schools so that we are teaching all our children how to learn, including • Creating the Demand for Better Schools • Building School-Community Learning Laboratories • Encouraging Open Access to Knowledge • Fixing How We Measure Student Success • Teaching the Teachers what They Really Need to Know • and more At the end of each of each chapter there are one or more challenges, ways that all of us can collectively turn the pioneering work of others into transformation for all our schools.

Оглавление

Green Shane. Culture Hacker

INTRODUCTION. THE JOURNEY FROM CUSTOMER EXPERIENCE TO EMPLOYEE EXPERIENCE

1. CULTURE. MORE THAN JUST AN HR THING

How Culture Determines the Customer's Experience

How Culture Determines Employee Performance

How Culture Determines Employee Retention

2. VALUES. NOT SOME PHILOSOPHICAL BS

Philosophical Bullshit

Values Describe How Work Gets Done

Values Guide Decision Making

3. SELECTION. THE RIGHT FIT OVER A WARM BODY

Begin with Job Fit but Shift Quickly to Cultural Fit

Use Behavioral Interview Questions

Use Group Interviews

Add an Activity-Based Component to the Interview

Complete Those Reference Checks

4. ORIENTATION AND ONBOARDING. YOUR SINK-OR-SWIM STRATEGY IS A TERRIBLE WASTE OF TALENT

A Memorable Orientation Experience

An Effective Onboarding Process

5. PERFORMANCE MANAGEMENT. HOW WE FAIL TO MAXIMIZE OUR EMPLOYEES' ABILITIES AND TALENTS

Defining Performance

Performance Enablement

Performance Empowerment

6. COACHING. GIVING FEEDBACK, THE MOST MISUNDERSTOOD AND POORLY EXECUTED LEADERSHIP TASK

Effective Informal Feedback

The Culture Hacker Informal Feedback Model

Effective Formal Feedback

7. STRATEGY, SCORES, AND PLANS. THE REAL REASON YOUR PEOPLE ARE NOT ENGAGED

Educate Everyone on Company Objectives

Get and Share Feedback and Results

Get the Team Involved

8. RECOGNITION. IT'S TIME TO STOP THE MEANINGLESS AND MUNDANE AWARDS PROCESS

The Case for Better Recognition

A Meaningful and Lasting Recognition Program

9. TOUGH CONVERSATIONS AND DECISIONS. WHY WE HAVE PEOPLE WHO WOULD BE BETTER OFF AS CUSTOMERS THAN EMPLOYEES

Identify Who Needs a Tough Conversation and Who Needs to Go

Having the Tough Conversations

Making the Tough Decisions

10. CAREER DEVELOPMENT. IT'S AT THE HEART OF LONG-TERM EMPLOYEE COMMITMENT, YET NO ONE IS DOING ANYTHING ABOUT IT

The Benefits of Investing in the Careers of Your Current Team

Career Development Must Be Organizationally Supported

Career Development Must Be Manager Enabled

Career Development Must Be Individually Driven

11. COMMUNICATION. WHY ONE SIZE OR ONE WAY DOESN'T FIT ALL

Communication Is All about Understanding

Communicating Effectively When Speaking

Communicating Effectively When Writing

Communicating Effectively When Doing

Communicating Effectively While Listening

Communicating Effectively in Meetings

Communicating Effectively via Social Media

12. PRODUCT, PLACE, PROCESS, AND PERKS. THE OTHER FOUR P'S THAT DEFINE THE EMPLOYEE EXPERIENCE

Product

Place

Process

Perks

13. LEADERSHIP. WHY WE HAVE SO MANY MANAGERS BUT SO FEW LEADERS

Passion

Effort

Expertise and Experience

Caring

AFTERWORD. CHANGE – IT'S NOT JUST SOMETHING EVERYONE ELSE DOES

Recognize the Need to Make a Change

Challenge the Status Quo with New Ideas

Prioritize Your Activities

Get Things Done

ACKNOWLEDGMENTS

WILEY END USER LICENSE AGREEMENT

Отрывок из книги

While I have always thought I would write a book, my main focus these past few years has been to build a successful company that is a great partner and resource for service-oriented companies to deliver a great customer experience as well as reducing turnover and improving productivity. I also wanted to share my insights and some best practices around what we should be doing to improve corporate culture and your employees' experience. Before I get into this, let me give you a brief overview of the journey to date and why I want you to read this book.

A lot of my professional career has been involved with hotels and hospitality – operating them, managing them, or consulting for them. The biggest influence on how I operate my business today comes from my time with The Ritz-Carlton Hotel Company. The day I became a manager at the Ritz-Carlton in 1996, my boss told me that my first priority was no longer the guest but the employee. This was a hard lesson for me, and it took a while for me to understand, because up until that point, I had been entirely focused on creating the best possible guest experience. At that moment I had to shift from delivering great guest experiences to doing the same for my employees.

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Now, although the employee mindset has a significant impact on customer experience, it can also influence so much more. Employees' mindsets determine how much effort they will put into their jobs and their overall performance. Effort is important regardless of the industry or job, so employee mindset and experience matter in every business. Over the years, I have implemented our training and Culture Hacker methodology in hospitality, of course, but also in sports entertainment, retail, manufacturing, the automotive industry, real estate, the airline industry, the technology sector, on cruise ships, and at malls. We have worked with companies large and small, well established and start-ups. Regardless of your focus, if you want your people to perform better, then our methodology to improve the employee experience should be a priority for you. And, of course, this is a global issue, indicated by the fact that we have worked with companies in North America, Europe, Asia, Australia, and Great Britain.

In addition, how people feel about coming to work is going to impact your ability to retain them. If they are not happy, they probably are not going to stick around for long, especially younger workers who are a lot more comfortable moving between jobs and industries than earlier generations are. The bottom line is, the main reason so many organizations fail to keep their best and brightest talent is that they do not understand or focus on how to make their people happy at work.

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