Leading at a Higher Level : Blanchard on Leadership and Creating High Performing Organizations

by Blanchard, Ken

• ISBN13: 9780131443907
• ISBN10: 0131443909
• Edition: 1st
• Format: Hardcover
• Copyright: 2007-01-01
• Publisher: FT Press

Summary

Lead your people to greatness, as you create high-performance organizations that make life better for everyone you touch. Leading at a Higher Level will guide and inspire you, every step of the way. Ken Blanchard (coauthor of The One Minute Manager reg; ) and his colleagues have spent 25 years helping good leaders and organizations become great. Now, theyrs"ve brought together all theyrs"ve learned about outstanding leadership in one book: Leading at a Higher Level. Yours"ll learn how to zero in on your best targets and visions... deliver legendary customer service and earn raving fans... truly empower your people, andunleash theirincredible potential... ground your leadership in humility, and focus on the greater good. For a long time, leaders have relied on Ken Blanchardrs"s insight, wisdom, and practical techniques. Now, he and his colleagues have delivered the leadership classic for a new generation: Leading at a Higher Level.

Table of Contents

Introduction: Leading at a Higher Level
by Ken Blanchard	xvii
SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION	1	(36)
CHAPTER 1 IS YOUR ORGANIZATION HIGH PERFORMING?	3	(18)
Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, and Ken Blanchard
The Right Target: The Triple Bottom Line
A High Performing Organization SCORES Every Time
The HPO SCORES Model
S=Shared Information and Open Communication
C=Compelling Vision
O=Ongoing Learning
R=Relentless Focus on Customer Results
E=Energizing Systems and Structures
S=Shared Power and High Involvement
Leadership Is the Engine
The HPO SCORES Quiz
CHAPTER 2 THE POWER OF VISION	21	(16)
Jesse Stoner, Ken Blanchard, and Drea Zigarmi
The Importance of Vision
A Compelling Vision Creates a Culture of Greatness
Vision Is the Place to Start
Vision Can Exist Anywhere in an Organization
Effective Versus Ineffective Vision Statements
Creating a Vision that Really Works
Make Your Vision a Reality
Vision and Leadership
SECTION II: TREAT YOUR CUSTOMERS RIGHT	37	(28)
CHAPTER 3 SERVING CUSTOMERS AT A HIGHER LEVEL	39	(26)
Ken Blanchard, Jesse Stoner, and Scott Blanchard
Scoring with 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
Permitting People to Soar
Going Above and Beyond Customer Service
Making It All Happen
Making Customers the First Priority
Creating Energizing Systems
Creating Raving Fan Customers Requires Gung Ho People
SECTION III: TREAT YOUR PEOPLE RIGHT	65	(186)
CHAPTER 4 EMPOWERMENT IS THE KEY	67	(20)
Alan Randolph and Ken Blanchard
What is Empowerment?
The Power of Empowerment
How Past History Blocks Change to Empowerment
Tapping the Power and Potential of People: A Real-World Example
Learning the Language of Empowerment
The Three Keys to 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 5 SITUATIONAL LEADERSHIP® II: THE INTEGRATING CONCEPT	87	(16)
The Founding Associates
Matching Leadership Style to Development Level
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 or Task to Task
The Importance of Meeting People Where They Are
The Three Skills of a Situational Leader
Diagnosis: The First Skill
Flexibility: The Second Skill
Partnering for Performance: The Third Skill
Effective Leadership Is a Transformational Journey
CHAPTER 6 SELF LEADERSHIP: THE POWER BEHIND EMPOWERMENT	103	(18)
Susan Fowler, Ken Blanchard, and Laurence Hawkins
Creating an Engaged 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: Celebrate Your Points of Power
The Third Skill of a Self Leader: Collaborate for Success
CHAPTER 7 PARTNERING FOR PERFORMANCE	121	(28)
Fred Finch and Ken Blanchard
Establishing an Effective Performance Management System
Partnering 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 Partnering for Performance Work
CHAPTER 8 ESSENTIAL SKILLS FOR PARTNERING FOR PERFORMANCE: THE ONE MINUTE MANAGER®	149	(22)
Ken Blanchard and Fred Finch
One Minute Goal Setting
Areas of Accountability
Performance Standards
Goals Need to Be Clear
Reaching Goals Requires Feedback
Performance Reviews Can Undermine Performance
Limit the Number of Goals
Good Goals Are SMART Goals
One Minute Praisings
Be Immediate and Specific
State Your Feelings
Praisings Are Universally Powerful
Being Close Counts
Make Time for Praisings
Reprimanding Versus Redirection
One Minute Reprimands
Redirection
Praisings and Redirection Are Key to Partnering for Performance
The Fourth Secret of the One Minute Manager
The One Minute Apology
CHAPTER 9 SITUATIONAL TEAM LEADERSHIP	171	(28)
Don Carew, Eunice Parisi-Carew, and Ken Blanchard
Why Teams?
Why Teams Fail
Characteristics of a High Performing Team
PERFORM Across the Organization
PERFORM in Action
Team. Beliefs and Attitudes
Team Knowledge and Skills
Situational Leadership® II and High Performing Teams
Stages of Team Development
Why Is It Important to Understand the Stages of Development and Diagnose Team Needs?
Team Leadership Styles
Matching Leadership Style to Team Development Stage
The Miracle of Teamwork
CHAPTER 10 ORGANIZATIONAL LEADERSHIP	199	(24)
Pat Zigarmi, Ken Blanchard, Drea Zigarmi, and Judd Hoekstra
Why Is Leading Change Important?
Why Is Organizational Change So Complicated?
When Is Change Necessary?
Change Gets Derailed or Fails for Predictable Reasons
Focus on Managing the Journey
Surfacing and Addressing People's Concerns
Organizational Leadership Styles
Situational Leadership® II and Change
Involvement and Influence in Planning the Change
CHAPTER 11 LEADING CHANGE	223	(28)
Pat Zigarmi and Judd Hoekstra
Eight Change Leadership Strategies
Strategy 1: Expand Opportunities for Involvement and Influence
Strategy 2: Explain the Business Case for Change
Strategy 3: Envision the Future
Strategy 4: Experiment to Ensure Alignment
Strategy 5: Enable and Encourage
Strategy 6: Execute and Endorse
Strategy 7: Embed and Extend
Strategy 8: Explore Possibilities
SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP	251	(50)
CHAPTER 12 SERVANT LEADERSHIP	253	(28)
Ken Blanchard, Scott Blanchard, and Drea Zigarmi
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
Servant Leadership Helps Create a High Performing Organization
Servant Leadership Brings More Success and Significance
CHAPTER 13 DETERMINING YOUR LEADERSHIP POINT OF VIEW	281	(20)
Ken Blanchard, Margie Blanchard, and Pat Zigarmi
Elements of a Leadership Point of View
Your Leadership Role Models
Your Life Purpose
Your Core Values
Your Beliefs about Leading and Motivating People
What People Can Expect from You
What You Expect from Your People
How You Will Set an Example
Developing Your Own Leadership Point of View
ENDNOTES	301	(12)
ORGANIZATIONAL CHANGE READINESS ASSESSMENT	313	(4)
ACKNOWLEDGMENTS AND PRAISINGS	317	(4)
ABOUT THE AUTHORS	321	(16)
SERVICES AVAILABLE	337	(2)
INDEX	339

Excerpts

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