Contents
SECTION I Set Your Sights on the Right Target and Vision
Chapter 1 Is Your Organization High Performing?
The Right Target: The Quadruple Bottom Line
A High Performing Organization Scores Every Time
S = Shared Information and Open Communication
R = Relentless Focus on Customer Results
E = Energizing Systems and Structures
S = Shared Power and High Involvement
The HPO SCORES® Quiz: How Does Your Organization Score?
How Does Your Organization Score?
How Should I Use My Quiz Results?
Effective Versus Ineffective Vision Statements
Creating a Vision That Really Works
A Compelling Vision Creates a Culture of Greatness
Vision Can Exist Anywhere in an Organization
SECTION II Treat Your People Right
Chapter 3 Empowerment Is the Key
How History Blocks Change to Empowerment
Tapping People’s Power and Potential: A Real-World Example
Learning the Language of Empowerment
The First Key to Empowerment: Share Information with Everyone
The Second Key to Empowerment: Create Autonomy Through Boundaries
The Third Key to Empowerment: Replace the Old Hierarchy with Self-Directed Individuals and Teams
Chapter 4 SLII®: The Integrating Concept
The Three Skills of an SLII® Leader
Enthusiastic Beginners Need a Directing Style
Disillusioned Learners Need a Coaching Style
Capable But Cautious Performers Need a Supporting Style
Self-Reliant Achievers Need a Delegating Style
Development Level Varies from Goal to Goal and Task to Task
The Importance of Partnering with People
Effective Leadership Is a Transformational Journey
Chapter 5 Self Leadership: The Power Behind Empowerment
Creating an Empowered Workforce
Creating Self Leaders Through Individual Learning
The Three Skills of a Self Leader
The First Skill of a Self Leader: Challenge Assumed Constraints
The Second Skill of a Self Leader: Activate Points of Power
The Third Skill of a Self Leader: Be Proactive
Chapter 6 One-on-One Leadership
Establishing an Effective Performance Management System
One-on-One Leadership and the Performance Management System
Performance Planning: The First Part of a Performance Management System
Performance Coaching: The Second Part of a Performance Management System
Performance Review: The Third Part of a Performance Management System
Partnering as an Informal Performance Management System
One-on-Ones: An Insurance Policy for Making One-on-One Leadership Work
Chapter 7 Essential Skills for One-on-One Leadership
Performance Reviews Can Undermine Performance
Praisings Are Universally Powerful
How Do One Minute Re-Directs Work?
Praisings and Redirects Are Key to One-on-One Leadership
The Fourth Secret of the One Minute Manager
Creating a High Trust Environment
Step One: Know the Behaviors That Support the ABCDs of Trust
Step Two: Assess the Current Trust Level
Step Three: Diagnose Areas That Need Work
Step Four: Have a Conversation to Restore Trust
Step One: Acknowledge and Assure
Chapter 9 Coaching: A Key Competency for Leadership Development
Application One: Performance Coaching
Application Two: Development Coaching
Application Three: Career Coaching
Application Four: Coaching to Support Learning
Application Five: Creating an Internal Coaching Culture
Chapter 10 Mentoring: The Key to Life Planning
Obstacles to Beginning a Mentoring Relationship
The MENTOR Model: Elements of a Successful Mentoring Partnership
Creating a Mentoring Program in Your Organization
Tailoring Mentoring to Career Stages
Mid-Career or Management Level
An Effective Team Leadership Approach
Understanding the Characteristics That Make a High Performance Team
Identifying the Team’s Stage of Development
Team Development Stage 1 (TDS1)—Orientation
Team Development Stage 2 (TDS2)—Dissatisfaction
Team Development Stage 3 (TDS3)—Integration
Team Development Stage 4 (TDS4)—Production
Providing Leadership Behaviors That Match the Team’s Needs
Teams at Stage 1 Need a Structuring Style
Teams at Stage 2 Need a Resolving Style
Teams at Stage 3 Need an Integrating Style
Teams at Stage 4 Need a Validating Style
Strategies for Higher Team Performance
Chapter 12 Collaboration: Fuel for High Performance
Collaboration Is Not Coordination, Cooperation, or Teamwork
Creating a Collaborative Framework
Collaboration Versus Competition
What It Takes to Be Collaborative
The Heart: Utilize Differences
The Heart: Nurture Safety and Trust
The Head: Involve Others in Crafting a Clear Purpose, Values, and Goals
The Hands: Empower Yourself and Others
Collaboration: Fuel for High Performance
Chapter 13 Organizational Leadership
Real Life Examples of HPO SCORES®
S—Shared Information and Open Communication
R—Relentless Focus on Customer Results
E—Energizing Systems and Structures
S—Shared Power and High Involvement
Determining the Appropriate Leadership Style for Your Organization
Diagnosing Your Organization’s Development Level
Results and Relationships: The Determinants of a High Performing Organization
Organizational Development Stage 1: Start-Up
Organizational Development Stage 2: Improving
Organizational Development Stage 3: Developing
Organizational Development Stage 4: High Performing
Matching Leadership Style to Your Organization’s Development Stage
Applying the Appropriate Leadership Style at Each Development Level
The Importance of Diagnosis and Matching
A History-Making Organizational Turnaround
Chapter 14 Organizational Change: Why People Resist It
The Importance of Leading Change
Why Is Organizational Change So Complicated?
Why Change Gets Derailed or Fails
Surfacing and Addressing People’s Concerns
Stage 3: Implementation Concerns
Stage 5: Collaboration Concerns
Different People Are at Different Stages of Concern
The Importance of Involving Those Who Are Being Asked to Change
Chapter 15 Leading People Through Change
Five Change Leadership Strategies
Change Strategy 1: Expand Involvement and Influence
Change Strategy 2: Explain Why the Change Is Needed
Change Strategy 3: Collaborate on Implementation
Change Strategy 4: Make the Change Sustainable
Change Strategy 5: Explore Possibilities
The Importance of Reinforcing the Change
Chapter 16 Managing a Successful Cultural Transformation
Culture by Design, Not by Default
Skepticism about Culture from Senior Leaders
The Importance of a Compelling Vision
Managing a Successful Cultural Transformation
Critical Success Factors for Cultural Transformation
SECTION III Treat Your Customers Right
Chapter 17 Serving Customers at a Higher Level
Getting Legendary SCORES from Your Customers
Serving Customers at a Higher Level
Decide What You Want Your Customer Experience to Be
Discover What Your Customers Want
Deliver Your Ideal Customer Service Experience
SECTION IV Have the Right Kind of Leadership
Great Leaders Encourage People to Bring Their Brains to Work
What Kind of Leadership Impacts Performance the Most?
Being a Servant Leader Is a Question of the Heart
Servant Leadership: A Mandate or a Choice
Chapter 19 Determining Your Leadership Point of View
Elements of a Leadership Point of View
Expectations for Yourself and Others