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Format: 1 online resource (190 pages)

Edition: 1st ed.

ISBN: 9781483528120

Content: This book identifies the 7 habits that most differentiate high performance from low performance organisations. It is based on ground-breaking research involving the views of over 100,000 employees from around 200 companies. The 7 Business Habits are all inter-related and indispensable to the delivery of sustainable high performance. Adopting and

Note: Front Cover -- Copyright -- Dedication -- Acknowledgements -- Contents -- Foreword -- Preface -- What this book is about and why it is important -- 100,000 employees can't be wrong -- High performance is cumulative -- Businesses, companies and organisations -- The 7 Business Habits are inter-related and indispensable -- Organisational habits, not individual habits -- Ethical leadership and good governance -- Not a quick fix -- Who should read this book? -- How to use this book effectively -- How this book relates to the author's first book -- Introduction -- Your organisation's culture is a reflection of you and your habits -- Geographic, cultural, personality and other differences -- Dominant cultures and sub-cultures -- Action checklist -- Chapter 1 Habits create cultures -- Financial sustainability -- Balanced scorecard -- Non-financial measures -- Lead and lag indicators -- It's a journey not a destination -- The look, feel and smell of high and low performance -- Action checklist -- Chapter 2 What is a high performance organisation? -- It all starts with an inspiring vision -- A vision for your organisation, not for the world -- A shared vision, not just the leader's vision -- Connect with the heart, not just the mind -- A vision must become a way of life -- A strong foundation in difficult times -- A minor crack can become a chasm -- Many vision statements gather dust -- How to create and embed an inspiring vision -- Action checklist -- Chapter 3 Habit 1: Live an inspiring vision -- Strategy brings vision to life -- Answer key strategic questions -- Invest in clarity of internal communications -- Add energy and focus with a tagline or slogan -- Cascade your goals and develop a scorecard -- Consider the risks -- Action checklist -- Strategy on a page -- Chapter 4 Habit 2: Communicate clear strategies and goals , Select, recruit, coach and support the right people -- Unleash the potential within -- Start with your leaders -- "On-the-job" development is underrated -- Develop career paths -- Holistic education in the organisation's affairs -- Partner with others to develop your people -- Build a mentoring and coaching structure -- Action checklist -- Chapter 5 Habit 3: Develop your people -- Saying thanks makes a big difference -- Be bold, be surprising -- Build recognition into your culture and DNA -- Institutionalise employee and team recognition -- Recognise strengths even when reprimanding an employee -- Action checklist -- Chapter 6 Habit 4: Go out of your way to recognise your people -- Be authentic -- Individuals must care for individuals -- Caring has many dimensions -- Manage the psychological contract well -- Inaction speaks loudly too -- Don't undo years of great work -- Action checklist -- Chapter 7 Habit 5: Genuinely care for your people -- Do customers or employees come first? -- Where is your money coming from? -- Build relationships, not transactions -- Move from satisfaction to loyalty to advocacy -- Build a customer-centric organisation -- Action checklist -- Chapter 8 Habit 6: Listen and adapt to your customers' needs -- Frustrating systems undermine your other good work -- Align IT and business strategy -- Recognise the constraints of legacy systems -- Incremental improvements or wholesale changes? -- Installing a new system is only step one -- Action checklist -- Chapter 9 Habit 7: Continually improve your systems -- All 7 Business Habits are essential -- Habits 1 and 2 form the foundation -- Habits 3, 4 and 5 turbo-charge your efforts -- Habit 6 provides the necessary external focus -- Habit 7 greases the wheels -- Action checklist -- Chapter 10 How the 7 Business Habits inter-relate -- Is it worth it? -- A much better place to work , Improved employee engagement and retention -- Improved customer engagement and loyalty -- Greater productivity and innovation -- Greater resilience and change capability -- Sustainable high performance -- There will be a lead time -- Action checklist -- Chapter 11 Why incur the cost and effort? -- How do you know? -- What gets measured gets managed -- Treat it like any other change program -- Use the right brain too -- Disciplined implementation of initiatives -- Bring your people on the journey -- Recognise and celebrate your organisational achievements -- Recruit people with good habits -- Be persistent - see it through -- Keep raising the bar -- Action checklist -- Chapter 12 How to ingrain the 7 Business Habits -- Some questions -- Quick fixes and new fads -- Old habits die hard -- Hard heads and hard hearts -- Lack of leadership and organisational conviction -- Ego, greed and self-obsession -- No innate belief in human potential -- Action checklist -- Chapter 13 Why don't more leaders adopt these habits? -- Not just an HR exercise -- Leaders shape the culture -- Leaders must walk the talk -- Leaders inspire -- Leaders set a clear direction -- Authenticity and servant-hood is required -- Action checklist -- Chapter 14 The importance of good leadership -- Chapter 15 A 7 Business Habits test for your organisation -- How this study was conducted -- The biggest gaps between high performance and low performance organisations -- Employee and CEO perceptions are linked -- Appendix 1: About Insync Surveys' study -- Alignment and engagement -- Energise -- Execute -- Engage -- Appendix 2: Insync Surveys' high performance framework -- Appendix 3: The 7 Business Habits' test for your organisation

Additional Edition: Print version Barnett, Nicholas S. 7 Business Habits That Drive High Performance Cork : BookBaby,c2014

Language: English

Keywords: Electronic books

URL: Full-text  ((OIS Credentials Required))