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Beyond Performance 2.0
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Beyond Performance 2.0
by Bill Schaninger, Scott Keller
Beyond Performance 2.0, 2nd Edition
Cover
Foreword
Introduction
Part I The Big Idea
Chapter 1 Performance and Health
The Value of Health
The Perils of Performance
The Five Frames of Performance and Health
Mastering Irrationality
Notes
Chapter 2 The Science of Change
The Quest Begins
The Road Less Traveled
Organizational Health Defined
A Far Better Measure than Employee Engagement
A New Management Accounting?
Healthy Change Programs
More on Our Methodology
Notes
Part II The Five Frames
Chapter 3 Aspire
Performance: Strategic Objectives
Health: Goals
Master Stroke: Involve a Broad Coalition
Notes
Chapter 4 Assess
Performance: Skillset Requirements
Health: Mindset Shifts
Notes
Chapter 5 Architect
Performance: Bankable Plan
Health: Influence Levers
Notes
Chapter 6 Act
Performance: Ownership Model
Health: Energy Generation
Master Stroke: Motivate Through Social Contracts
Notes
Chapter 7 Advance
Performance: Learning Infrastructure
Health: Leadership Placement
Master Stroke: Ensure Fair Process
Notes
Part III Putting It All Together
Chapter 8 The Senior Leader’s Role
What Only the Senior Leader Can Do
Make It Meaningful
Role Model Change
Build a Strong Team
Relentlessly Pursue Impact
Notes
Chapter 9 The Change Leader’s Role
Being a Centered Change Leader
Notes
Chapter 10 Making It Happen
What If I Can’t Get My Senior Leader on Board?
What Does It Look Like to Put the Five Frames into Practice?
How Can We Catch Up in Areas We’ve Neglected?
How Do We Measure Health Improvements Over Time?
What Are the Most Important Takeaways for Change Leaders?
Note
Recommended Reading
Acknowledgments
About the Authors
Index
End User License Agreement
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Beyond Performance 2.0
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Foreword
CONTENTS
Cover
Foreword
Introduction
Part I The Big Idea
Chapter 1 Performance and Health
The Value of Health
The Perils of Performance
The Five Frames of Performance and Health
Mastering Irrationality
Notes
Chapter 2 The Science of Change
The Quest Begins
The Road Less Traveled
Organizational Health Defined
A
Far
Better Measure than Employee Engagement
A New Management Accounting?
Healthy Change Programs
More on Our Methodology
Notes
Part II The Five Frames
Chapter 3 Aspire
Performance: Strategic Objectives
Health: Goals
Master Stroke: Involve a Broad Coalition
Notes
Chapter 4 Assess
Performance: Skillset Requirements
Health: Mindset Shifts
Notes
Chapter 5 Architect
Performance: Bankable Plan
Health: Influence Levers
Notes
Chapter 6 Act
Performance: Ownership Model
Health: Energy Generation
Master Stroke: Motivate Through Social Contracts
Notes
Chapter 7 Advance
Performance: Learning Infrastructure
Health: Leadership Placement
Master Stroke: Ensure Fair Process
Notes
Part III Putting It All Together
Chapter 8 The Senior Leader’s Role
What Only the Senior Leader Can Do
Make It Meaningful
Role Model Change
Build a Strong Team
Relentlessly Pursue Impact
Notes
Chapter 9 The Change Leader’s Role
Being
a Centered Change Leader
Notes
Chapter 10 Making It Happen
What If I Can’t Get My Senior Leader on Board?
What Does It Look Like to Put the Five Frames into Practice?
How Can We Catch Up in Areas We’ve Neglected?
How Do We Measure Health Improvements Over Time?
What Are the Most Important Takeaways for Change Leaders?
Note
Recommended Reading
Acknowledgments
About the Authors
Index
End User License Agreement
List of Illustrations
Chapter 1
Exhibit 1.1 The Big Idea
Exhibit 1.2 Healthy Companies Perform Better
Exhibit 1.3 Impact of Health on Performance at Business-Unit Level
Exhibit 1.4 Testing the Power of Performance and Health Interventions
Exhibit 1.5 The Five Frames of Performance and Health
Exhibit 1.6 Two Table Illusion
Chapter 2
Exhibit 2.1 Nine Elements of Organizational Health
Exhibit 2.2 The Practices Underpinning Organizational Health
Exhibit 2.3 Industries Represented in the OHI Sample
Exhibit 2.4 Barriers to Organizational Change
Exhibit 2.5 Scale Reliabilities
Exhibit 2.6 Exploratory Factor Analysis (EFA)
Exhibit 2.7 Confirmatory Factor Analysis (CFA)
Chapter 3
Exhibit 3.1 Setting a Compelling Vision
Exhibit 3.2 Example Mid-term Aspirations
Exhibit 3.3 Assessing Organizational Health
Exhibit 3.4 Six Is the Magic Number
Exhibit 3.5 Management Practices Work in Combination
Exhibit 3.6 Visual Representation of Management Practice Cluster Analysis
Exhibit 3.7 The Four Recipes and Practices that Drive Them
Exhibit 3.8 A Proven Approach to Leading Large-Scale Change: The Story So Far
Chapter 4
Exhibit 4.1 Prioritizing Critical Skillsets
Exhibit 4.2 Uncovering Subconscious Mindsets that Drive Behaviors
Exhibit 4.3 Naming and Reframing Root-Cause Mindsets and Related Behaviors
Exhibit 4.4 A Proven Approach to Leading Large-Scale Change: The Story So Far
Chapter 5
Exhibit 5.1 The Portfolio of Initiatives
Exhibit 5.2 Seeing the Big Picture
Exhibit 5.3 Performance Initiative “Placemat”
Exhibit 5.4 The Four Levers of the Influence Model
Exhibit 5.5 Elements of a Great Change Story
Exhibit 5.6 Linking Behavior to Rewards and Consequences
Exhibit 5.7 Hardwiring Health into a Performance Initiative: Service Operations Example
Exhibit 5.8 The Interactive Cascade Process
Exhibit 5.9 A Proven Approach to Leading Large-Scale Change: The Story So Far
Chapter 6
Exhibit 6.1 Three Models for Program Scaling
Exhibit 6.2 Measuring Impact in Four Dimensions
Exhibit 6.3 The “Valley of Desolation”
Exhibit 6.4 Identifying Influence Leaders Using Social Network Analysis
Exhibit 6.5 A Proven Approach to Leading Large-Scale Change: The Story So Far
Chapter 7
Exhibit 7.1 A Proven Approach to Leading Large-Scale Change
Chapter 9
Exhibit 9.1 The Elements of Centered Leadership
Exhibit 9.2 Multiplying the Benefits
Chapter 10
Exhibit 10.1 A Proven Approach to Leading Large-Scale Change
Guide
Cover
Table of Contents
Foreword
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