Blanchard on Leadership and Creating High Performing Organizations

ISBN-10: 0137011709

ISBN-13: 9780137011704

Edition: 2010 (Revised)

Authors: Ken Blanchard

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Book details

List price: $50.74
Copyright year: 2010
Publisher: Financial Times/Prentice Hall
Publication date: 11/11/2009
Binding: Hardcover
Pages: 384
Size: 6.25" wide x 9.25" long x 1.25" tall
Weight: 1.672
Language: English

Kenneth Hartely Blanchard was born May 6, 1939, in Orange, New Jersey. He married Marjorie McKee, a business consultant, in 1962. He founded Blanchard Training and Development in 1977. Blanchard has cowritten several books on management, including one of the best-selling management books of all time, The One-Minute Manager (1982) with Spencer Johnson. In the book, the authors describe effective and efficient management skills. The basics to good management are setting goals, praising, and reprimanding. Blanchard says that these skills can easily be translated to work in the home as well as the office. Blanchard lives in San Diego, California.

Introduction: Leading at a Higher Level
Set Your Sights on the Right Target and Vision
Is Your Organization High Performing?
The Right Target: The Triple Bottom Line
A High Performing Organization SCORES Every Time
The HPO SCORES Model
The HPO SCORES Quiz
The Power of Vision
The Importance of Vision
Effective Versus Ineffective Vision Statements
Creating a Vision That Really Works
A Compelling Vision Creates a Culture of Greatness
Vision Is the Place to Start
Make Your Vision a Reality
Vision and Leadership
Treat Your Customers Right
Serving Customers at a Higher Level
Getting Legendary SCORES from Your Customers
Creating Legendary Service
Serving Customers at a Higher Level
Deliver Your Ideal Customer Service Experience
Permitting People to Soar
Wallowing in a Duck Pond
Give Your People Wings
Creating Legendary Service Requires Gung Ho People
Treat Your People Right
Empowerment Is the Key
What Is Empowerment? The Power of Empowerment
How Past History Blocks Change to Empowerment
Tapping People's Potential: A Real-World Example
Learning the Language of Empowerment
The Three Keys to Empowerment
Situational Leadership<sup>r</sup> II: The Integrating Concept
Matching Leadership Style to Development Level
Development Level Varies from Goal to Goal and Task to Task - The Importance of Meeting People Where They Are
The Three Skills of a Situational Leader
Effective Leadership Is a Transformational Journey
Self Leadership: The Power Behind Empowerment
Creating an Empowered Workforce
Creating Self Leaders Through Individual Learning
The Three Skills of a Self Leader
Partnering for Performance
Establishing an Effective Performance Management System
Partnering and the Performance Management System
Partnering as an Informal Performance Management System
Essential Skills for Partnering for Performance: The One Minute Manager<sup>r</sup>
One Minute Goal Setting
One Minute Praisings
Reprimanding Versus Redirection
The Fourth Secret of the One Minute Manager
Coaching: A Key Competency for Leadership Development
Definition of Coaching
Five Applications of Coaching
Situational Team Leadership
Why Teams?
Why Teams Fail
Five Steps to High Performing Teams
The Miracle of Teamwork
Organizational Leadership
The Importance of Managing Change
Why Is Organizational Change So Complicated?
When Is Change Necessary?
Change Gets Derailed or Fails for Predictable Reasons
Focus on Managing the Journey
Surfacing and Addressing People's Concerns
Organizational Leadership Behaviors
Involvement and Influence in Planning the Change
Strategies for Leading a Change
Nine Change Leadership Strategies
Managing a Successful Culture Transformation
Gung Ho!: A Starting Point
Culture by Default, Not by Design
Senior Leaders Are Skeptical about Culture
The Importance of a Compelling Vision
From Gung Ho! to a Proven Cultural Transformation
Managing a Successful Cultural Transformation
Critical Success Factors for Cultural Transformation
Have the Right Kind of Leadership
Servant Leadership
What Is Servant Leadership?
Applying Servant Leadership
Great Leaders Encourage Their People to Bring Their Brains to Work
What Impacts Performance the Most?
Being a Servant Leader Is a Question of the Heart
Driven Versus Called Leaders
The Plight of the Ego
What Servant Leaders Do
Servant Leadership: A Mandate or a Choice
Determining Your Leadership Point of View
Elements of a Leadership Point of View
Developing Your Own Leadership Point of View
Endnotes
Acknowledgments
About the Authors
Services Available
Index
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