- About This eBook
- Title Page
- Copyright Page
- Contents
- Leading at a Higher Level: Revised and Expanded Edition Blanchard on Leadership and Creating High Performing Organizations
- Contributing Authors
- Copyright Page
- Dedication
- Praise for Leading at a Higher Level
- Introduction
- List of Illustrations
- Section I Set Your Sights on the Right Target and Vision
- Section II Treat Your Customers Right
- Section III Treat Your People Right
- Chapter 4 Empowerment Is the Key
- Chapter 5 Situational Leadership® II: The Integrating Concept
- Chapter 6 Self Leadership: The Power Behind Empowerment
- Chapter 7 Partnering for Performance
- Chapter 8 Essential Skills for Partnering for Performance: The One Minute Manager®
- Chapter 9 Coaching: A Key Competency for Leadership Development
- Chapter 10 Situational Team Leadership
- Chapter 11 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
- Predictable Reasons Why Change Efforts Typically Fail
- Focus on Managing the Journey
- Surfacing and Addressing People’s Concerns
- Organizational Leadership Behaviors
- Situational Leadership® II and Leading People Through Change
- Involvement and Influence in Planning the Change
- Chapter 12 Strategies for Leading a Change
- Chapter 13 Managing a Successful Cultural Transformation
- Section IV Have the Right Kind of Leadership
- Chapter 14 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
- Chapter 15 Determining Your Leadership Point of View
- Chapter 14 Servant Leadership
- Endnotes
- Acknowledgments
- About the Authors
- Services Available
- Index
- Helping People Win at Work: A Business Philosophy Called “Don’t Mark My Paper, Help Me Get an A”
- Copyright Page
- Dedication Page
- Introduction
- ONE Don’t Mark My Paper, Help Me Get an A
- THREE My Leadership Point of View
- FOUR The Simple Truths About Helping People Win at Work
- – SIMPLE TRUTH 1 – Performing Well: What Makes People Feel Good About Themselves
- – SIMPLE TRUTH 2 – To Help People Perform Well, an Effective Performance Management System Must Be Established
- – SIMPLE TRUTH 3 – It All Starts with Performance Planning
- – SIMPLE TRUTH 4 – The Biggest Impact on Performance Comes from Day-to-Day Coaching
- – SIMPLE TRUTH 5 – Trust Is Key to Effective Coaching
- – SIMPLE TRUTH 6 – The Ultimate Coaching Tool: Accentuating the Positive
- – SIMPLE TRUTH 7 – Redirection Helps Get Performance Back on Track
- – SIMPLE TRUTH 8 – Deliver Reprimands with Caring Candor
- – SIMPLE TRUTH 9 – Performance Reviews Should Be About Retaking the Final Exam
- – SIMPLE TRUTH 10 – Developing and Sharing Your Leadership Point of View Is a Powerful Communication Tool for Your People
- – SIMPLE TRUTH 11 – Servant Leadership Is the Only Way to Go
- – SIMPLE TRUTH 12 – Celebrate Successes
- ENDNOTES
- Epilogue
- A The WD-40 Company Goal Review Form
- About the Authors
- Services Available
- Index
- FT Press
Contributing Authors
Ken Blanchard
Marjorie Blanchard
Scott Blanchard
Madeleine Blanchard
Don Carew
Eunice Parisi-Carew
Kathy Cuff
Garry Demarest
Chris Edmonds
Fred Finch
Susan Fowler
Bob Glaser
Lael Good
Vicki Halsey
Laurence Hawkins
Judd Hoekstra
Fay Kandarian
Linda Miller
Alan Randolph
Jesse Stoner
Drea Zigarmi
Pat Zigarmi
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