Produktbild: Leading Your Business Forward

Leading Your Business Forward Aligning Goals, People and Systems for Sustainable Success

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

26.03.2013

Verlag

McGraw-Hill Education Ltd

Seitenzahl

256

Maße (L/B/H)

23.6/15.6/2.7 cm

Gewicht

491 g

Sprache

Englisch

ISBN

978-0-07-181713-4

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

26.03.2013

Verlag

McGraw-Hill Education Ltd

Seitenzahl

256

Maße (L/B/H)

23.6/15.6/2.7 cm

Gewicht

491 g

Sprache

Englisch

ISBN

978-0-07-181713-4

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  • Produktbild: Leading Your Business Forward

  • ContentsAcknowledgments ixIntroduction xiSection 1: Acquiring 1Chapter 1: What's the Status of Your Goals? 3No Secrets 7Assessment: "Acquiring" your fix on business-focused goals10Chapter 2: How Engaged Are Your People? 13A Broken Engagement 15What Does Engagement Look Like? 16Assessment: "Acquiring" the engagement status of your team members 18Chapter 3: Do You Have Leadership Systems in Place? 21Managing by the 3 Ps 22Process Based Leadership Systems 27Assessment: Do you have leadership systems in place? 34Section 2: Settings 37Chapter 4: People Setting No. 1-Interpersonal Relations 39Cultural Diversity 41Generational Diversity 45Communication Styles: D.A.R.E. to Understand 53Listening Processes-Really Listening 61Assessment: How well do you listen? 63Chapter 5: People Setting No. 2-Behavioral Expectations 65Nonnegotiable Expectations 68Negotiable Expectations 69Chapter 6: People Setting No. 3-Feedback 73Chapter 7: People Setting No. 4-Leadership Traits 77Humility 80Passion 82Stewardship 84Vision 86Integrity 87Assessment:Do you have the traits of an effective leader? 88Section 3: Where To? 93Chapter 8: Goals and the Business Scorecard 95Key Business Focus Areas 98SMART Goals/Objectives 105Chapter 9: People, the Scorecard, and Engagement 113Action Register 114Personal Action Register 117Chapter 10: Continuing Your "Trip" through Productive Meetings 125Standard Meeting Agenda 130Section 4: Recalculating 135Chapter 11: When the Scorecard Turns Red (or Too 137Green)Chapter 12: Improving Performance and Engagement 143Scorecard Revision 144Best Practices 147Accountability Analysis 148Section 5: Arriving! 153Chapter 13: Celebrate! 155Chapter 14: Sustaining Success 163Acquiring 164Settings 165Where To? 165Recalculating 165Arriving! 166Appendix I: Cultural Differences 167Appendix II: Process-Based Leadership BusinessScorecards 171Appendix III: Case Studies 187Case Study 1: Cultural Change at Army Industrial Base Maintenance Repair and Overhaul Facility (AIBMROF) 188Case Study 2: Measurable Results at Large Scale Military Equipment OEM 190Case Study 3: Oil and Gas Processor (OGP) Achieves Lasting Returns 194Case Study 4: International Ink Manufacturer (IIM) Gets Great Return 197Case Study 5: Private Jet Manufacturer (PJM) Reaches New Heights 199Case Study 6: World Class Evaporator Manufacturer Delivers Results 202Case Study 7: Army Tactical Assault Vehicle Overhaul Repair Facility Improves Operations 204 Appendix IV: 25 Leadership GPS "Tuesday Tips" 207Bibliography 227Index 229