7 Business Habits That Drive High Performance.

Barnett, Nicholas S.
Cork : BookBaby, 2014.
1 online resource (190 pages)

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Electronic books.
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.
Front Cover
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
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
Appendix 2: Insync Surveys' high performance framework
Appendix 3: The 7 Business Habits' test for your organisation.
Description based on publisher supplied metadata and other sources.
Local notes:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Other format:
Print version: Barnett, Nicholas S. 7 Business Habits That Drive High Performance