Results That Last
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Results That Last
Hardwiring Behaviors That Will Take Your Company to the Top
Studer, Quint
John Wiley & Sons Inc
11/2007
320
Dura
Inglês
9780471757290
15 a 20 dias
526
Descrição não disponível.
Introduction Evidence-based Leadership xi
Key Tactics
Chapter 1 Up or Out Deal with Low Performers and Move Your Organization to the Next Level 3
Defining High, Middle, and Low Performers
Dealing with High, Middle, and Low Performers
Chapter 2 Round for Outcomes 25
Five Critical Elements Employees Want
from Managers
Nine Steps for Starting Rounding
Chapter 3 Manage Up to Improve Performance 35
We/They Phenomenon
Art of Managing Up
Handling Handoffs
Create a Cultural Shift (Feedback Systems)
The Core
Chapter 4 Build the Foundation (Passion and Purpose) 55
Flywheel
Five Pillars
Connect the Dots
Chapter 5 Reduce Leadership Variance 75
Why Leaders Don't Standardize Behaviors
Why Organizations Don't Achieve Lasting Results
Five Ways to Reduce Leadership Variance
Chapter 6 Measurement 101 89
What Gets Measured Gets Improved
Focus on Moving 4s to 5s
Transparency-Helping People Understand
the Metrics
Demonstrating Return on Investment
Chapter 7 Align Behaviors with Goals and Values 105
Holding Leaders Accountable
Leader Evaluation Tool
How to Roll Out the Leader Evaluation Tool
Chapter 8 Create and Develop Leaders 123
Principles for Developing Leaders
Phases of Change
Leadership Development Institutes
Employee Tactics
Chapter 9 Satisfied Employees Mean a Healthy Bottom Line 143
Three Building Blocks of Employee Satisfaction
Chapter 10 Know Your Employees' What 161
Pursuing the Whats
Chapter 11 Improve Employee Selection and Retention 171
Peer Interviewing
Thirty- and Ninety-Day New-Employee Meetings
Chapter 12 Build Individual Accountability 187
Renters versus Owners
Strategies to Transform Renters into Owners
Chapter 13 Harvest Intellectual Capital 199
Hardwiring Harvesting
Chapter 14 Recognize and Reward Success 211
Small Prizes Have a Big Impact
Reward and Recognition Change as You Mature
Power of Reward and Recognition
Hardwiring Thank-You Notes
How to Implement Reward and Recognition
Chapter 15 Find and Recognize Difference Makers 225
Power of Hero Recognition
How to Find Heroes
Customer Tactics
Chapter 16 Build a Culture around Service 235
Standards of Behavior
Impact of Key Words
Chapter 17 Implement Pre- and Post-Customer- Visit Calls 251
Impact on Customer Likelihood to Recommend
Ability to Exceed High Customer Expectations
Impact on Bottom Line
Opportunity to Retain a Customer Even When
Things Go Wrong
Chapter 18 Round on Your Customers: Determine Your Customers' What and Give It to Them! 267
Importance of Asking Customers Their Whats
Rounding on Customers
Three Faces of Rounding
Random Rounding
Relationship Rounding
Deep-Impact Rounding
Chapter 19 Key Words at Key Times 281
What Are Key Words?
How to Develop Key Words
AIDET
When to Use Key Words for Greatest Impact
Service Recovery
About Studer Group 295
Other Leadership Books By Quint Studer and Studer Group 297
Index 299
Key Tactics
Chapter 1 Up or Out Deal with Low Performers and Move Your Organization to the Next Level 3
Defining High, Middle, and Low Performers
Dealing with High, Middle, and Low Performers
Chapter 2 Round for Outcomes 25
Five Critical Elements Employees Want
from Managers
Nine Steps for Starting Rounding
Chapter 3 Manage Up to Improve Performance 35
We/They Phenomenon
Art of Managing Up
Handling Handoffs
Create a Cultural Shift (Feedback Systems)
The Core
Chapter 4 Build the Foundation (Passion and Purpose) 55
Flywheel
Five Pillars
Connect the Dots
Chapter 5 Reduce Leadership Variance 75
Why Leaders Don't Standardize Behaviors
Why Organizations Don't Achieve Lasting Results
Five Ways to Reduce Leadership Variance
Chapter 6 Measurement 101 89
What Gets Measured Gets Improved
Focus on Moving 4s to 5s
Transparency-Helping People Understand
the Metrics
Demonstrating Return on Investment
Chapter 7 Align Behaviors with Goals and Values 105
Holding Leaders Accountable
Leader Evaluation Tool
How to Roll Out the Leader Evaluation Tool
Chapter 8 Create and Develop Leaders 123
Principles for Developing Leaders
Phases of Change
Leadership Development Institutes
Employee Tactics
Chapter 9 Satisfied Employees Mean a Healthy Bottom Line 143
Three Building Blocks of Employee Satisfaction
Chapter 10 Know Your Employees' What 161
Pursuing the Whats
Chapter 11 Improve Employee Selection and Retention 171
Peer Interviewing
Thirty- and Ninety-Day New-Employee Meetings
Chapter 12 Build Individual Accountability 187
Renters versus Owners
Strategies to Transform Renters into Owners
Chapter 13 Harvest Intellectual Capital 199
Hardwiring Harvesting
Chapter 14 Recognize and Reward Success 211
Small Prizes Have a Big Impact
Reward and Recognition Change as You Mature
Power of Reward and Recognition
Hardwiring Thank-You Notes
How to Implement Reward and Recognition
Chapter 15 Find and Recognize Difference Makers 225
Power of Hero Recognition
How to Find Heroes
Customer Tactics
Chapter 16 Build a Culture around Service 235
Standards of Behavior
Impact of Key Words
Chapter 17 Implement Pre- and Post-Customer- Visit Calls 251
Impact on Customer Likelihood to Recommend
Ability to Exceed High Customer Expectations
Impact on Bottom Line
Opportunity to Retain a Customer Even When
Things Go Wrong
Chapter 18 Round on Your Customers: Determine Your Customers' What and Give It to Them! 267
Importance of Asking Customers Their Whats
Rounding on Customers
Three Faces of Rounding
Random Rounding
Relationship Rounding
Deep-Impact Rounding
Chapter 19 Key Words at Key Times 281
What Are Key Words?
How to Develop Key Words
AIDET
When to Use Key Words for Greatest Impact
Service Recovery
About Studer Group 295
Other Leadership Books By Quint Studer and Studer Group 297
Index 299
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Introduction Evidence-based Leadership xi
Key Tactics
Chapter 1 Up or Out Deal with Low Performers and Move Your Organization to the Next Level 3
Defining High, Middle, and Low Performers
Dealing with High, Middle, and Low Performers
Chapter 2 Round for Outcomes 25
Five Critical Elements Employees Want
from Managers
Nine Steps for Starting Rounding
Chapter 3 Manage Up to Improve Performance 35
We/They Phenomenon
Art of Managing Up
Handling Handoffs
Create a Cultural Shift (Feedback Systems)
The Core
Chapter 4 Build the Foundation (Passion and Purpose) 55
Flywheel
Five Pillars
Connect the Dots
Chapter 5 Reduce Leadership Variance 75
Why Leaders Don't Standardize Behaviors
Why Organizations Don't Achieve Lasting Results
Five Ways to Reduce Leadership Variance
Chapter 6 Measurement 101 89
What Gets Measured Gets Improved
Focus on Moving 4s to 5s
Transparency-Helping People Understand
the Metrics
Demonstrating Return on Investment
Chapter 7 Align Behaviors with Goals and Values 105
Holding Leaders Accountable
Leader Evaluation Tool
How to Roll Out the Leader Evaluation Tool
Chapter 8 Create and Develop Leaders 123
Principles for Developing Leaders
Phases of Change
Leadership Development Institutes
Employee Tactics
Chapter 9 Satisfied Employees Mean a Healthy Bottom Line 143
Three Building Blocks of Employee Satisfaction
Chapter 10 Know Your Employees' What 161
Pursuing the Whats
Chapter 11 Improve Employee Selection and Retention 171
Peer Interviewing
Thirty- and Ninety-Day New-Employee Meetings
Chapter 12 Build Individual Accountability 187
Renters versus Owners
Strategies to Transform Renters into Owners
Chapter 13 Harvest Intellectual Capital 199
Hardwiring Harvesting
Chapter 14 Recognize and Reward Success 211
Small Prizes Have a Big Impact
Reward and Recognition Change as You Mature
Power of Reward and Recognition
Hardwiring Thank-You Notes
How to Implement Reward and Recognition
Chapter 15 Find and Recognize Difference Makers 225
Power of Hero Recognition
How to Find Heroes
Customer Tactics
Chapter 16 Build a Culture around Service 235
Standards of Behavior
Impact of Key Words
Chapter 17 Implement Pre- and Post-Customer- Visit Calls 251
Impact on Customer Likelihood to Recommend
Ability to Exceed High Customer Expectations
Impact on Bottom Line
Opportunity to Retain a Customer Even When
Things Go Wrong
Chapter 18 Round on Your Customers: Determine Your Customers' What and Give It to Them! 267
Importance of Asking Customers Their Whats
Rounding on Customers
Three Faces of Rounding
Random Rounding
Relationship Rounding
Deep-Impact Rounding
Chapter 19 Key Words at Key Times 281
What Are Key Words?
How to Develop Key Words
AIDET
When to Use Key Words for Greatest Impact
Service Recovery
About Studer Group 295
Other Leadership Books By Quint Studer and Studer Group 297
Index 299
Key Tactics
Chapter 1 Up or Out Deal with Low Performers and Move Your Organization to the Next Level 3
Defining High, Middle, and Low Performers
Dealing with High, Middle, and Low Performers
Chapter 2 Round for Outcomes 25
Five Critical Elements Employees Want
from Managers
Nine Steps for Starting Rounding
Chapter 3 Manage Up to Improve Performance 35
We/They Phenomenon
Art of Managing Up
Handling Handoffs
Create a Cultural Shift (Feedback Systems)
The Core
Chapter 4 Build the Foundation (Passion and Purpose) 55
Flywheel
Five Pillars
Connect the Dots
Chapter 5 Reduce Leadership Variance 75
Why Leaders Don't Standardize Behaviors
Why Organizations Don't Achieve Lasting Results
Five Ways to Reduce Leadership Variance
Chapter 6 Measurement 101 89
What Gets Measured Gets Improved
Focus on Moving 4s to 5s
Transparency-Helping People Understand
the Metrics
Demonstrating Return on Investment
Chapter 7 Align Behaviors with Goals and Values 105
Holding Leaders Accountable
Leader Evaluation Tool
How to Roll Out the Leader Evaluation Tool
Chapter 8 Create and Develop Leaders 123
Principles for Developing Leaders
Phases of Change
Leadership Development Institutes
Employee Tactics
Chapter 9 Satisfied Employees Mean a Healthy Bottom Line 143
Three Building Blocks of Employee Satisfaction
Chapter 10 Know Your Employees' What 161
Pursuing the Whats
Chapter 11 Improve Employee Selection and Retention 171
Peer Interviewing
Thirty- and Ninety-Day New-Employee Meetings
Chapter 12 Build Individual Accountability 187
Renters versus Owners
Strategies to Transform Renters into Owners
Chapter 13 Harvest Intellectual Capital 199
Hardwiring Harvesting
Chapter 14 Recognize and Reward Success 211
Small Prizes Have a Big Impact
Reward and Recognition Change as You Mature
Power of Reward and Recognition
Hardwiring Thank-You Notes
How to Implement Reward and Recognition
Chapter 15 Find and Recognize Difference Makers 225
Power of Hero Recognition
How to Find Heroes
Customer Tactics
Chapter 16 Build a Culture around Service 235
Standards of Behavior
Impact of Key Words
Chapter 17 Implement Pre- and Post-Customer- Visit Calls 251
Impact on Customer Likelihood to Recommend
Ability to Exceed High Customer Expectations
Impact on Bottom Line
Opportunity to Retain a Customer Even When
Things Go Wrong
Chapter 18 Round on Your Customers: Determine Your Customers' What and Give It to Them! 267
Importance of Asking Customers Their Whats
Rounding on Customers
Three Faces of Rounding
Random Rounding
Relationship Rounding
Deep-Impact Rounding
Chapter 19 Key Words at Key Times 281
What Are Key Words?
How to Develop Key Words
AIDET
When to Use Key Words for Greatest Impact
Service Recovery
About Studer Group 295
Other Leadership Books By Quint Studer and Studer Group 297
Index 299
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
