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 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.
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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2021. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Print version: Barnett, Nicholas S. 7 Business Habits That Drive High Performance