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E-BookEPUB2 - DRM Adobe / EPUBE-Book
208 Seiten
Englisch
John Wiley & Sonserschienen am27.03.20171. Auflage
The 10 essential skills to transform the way you lead

The Leadership Habit provides the framework for patterns of behavior that will transform the way you lead. By articulating a clear, well-defined standard of what it means to be a leader, this book condenses volumes of advice and opinion into 10 key areas and teaches leaders how they can create daily habits surrounding these centers of excellence. Leaders who can commit to creating change will develop more productive teams and will build long-term growth for their organization.

This book is your invaluable guide to being one of the greats, with proven advice and a concrete framework for leading well. Through expert discussion and deep dissection of these critical areas, you'll discover how to drive for results, build the best team, execute on vision, foster innovation, and more. Learn how to:
Transform your habits across 30 specific skill areas
Model personal growth, focus, and positivity
Accelerate productivity and maintain your organization's competitive advantage

As a leader, your team's performance and your organization's outlook are direct reflections of you. Discover how to become a catalyst for driving performance and results by transforming your actions every day. 



TAMMY R. BERBERICK is the CEO for Crestcom International, the leading organization in results-based interactive leadership development. Tammy holds an MBA and has held numerous executive level positions leading transformational change within organizations. Tammy has coached over 100 CEOs and key executives on leadership, change management, organization design, and strategy.
PETER LINDSAY is the Director of Operations for Crestcom International. He is a former officer in the United States Air Force, holds a MS in Strategic Intelligence, and is a global facilitator in leadership development. Recognized as a thought leader, he is a trainer, instructional designer, and author in leadership and social change.
KATIE FRITCHEN is a writer and strategist for Crestcom International. A graduate of the University of Oregon's Lundquist School of Business and specialist in business development, she is an author and editor in areas including business management and leadership.mehr
Verfügbare Formate
BuchGebunden
EUR28,00
E-BookEPUB2 - DRM Adobe / EPUBE-Book
EUR19,99

Produkt

KlappentextThe 10 essential skills to transform the way you lead

The Leadership Habit provides the framework for patterns of behavior that will transform the way you lead. By articulating a clear, well-defined standard of what it means to be a leader, this book condenses volumes of advice and opinion into 10 key areas and teaches leaders how they can create daily habits surrounding these centers of excellence. Leaders who can commit to creating change will develop more productive teams and will build long-term growth for their organization.

This book is your invaluable guide to being one of the greats, with proven advice and a concrete framework for leading well. Through expert discussion and deep dissection of these critical areas, you'll discover how to drive for results, build the best team, execute on vision, foster innovation, and more. Learn how to:
Transform your habits across 30 specific skill areas
Model personal growth, focus, and positivity
Accelerate productivity and maintain your organization's competitive advantage

As a leader, your team's performance and your organization's outlook are direct reflections of you. Discover how to become a catalyst for driving performance and results by transforming your actions every day. 



TAMMY R. BERBERICK is the CEO for Crestcom International, the leading organization in results-based interactive leadership development. Tammy holds an MBA and has held numerous executive level positions leading transformational change within organizations. Tammy has coached over 100 CEOs and key executives on leadership, change management, organization design, and strategy.
PETER LINDSAY is the Director of Operations for Crestcom International. He is a former officer in the United States Air Force, holds a MS in Strategic Intelligence, and is a global facilitator in leadership development. Recognized as a thought leader, he is a trainer, instructional designer, and author in leadership and social change.
KATIE FRITCHEN is a writer and strategist for Crestcom International. A graduate of the University of Oregon's Lundquist School of Business and specialist in business development, she is an author and editor in areas including business management and leadership.
Details
Weitere ISBN/GTIN9781119363224
ProduktartE-Book
EinbandartE-Book
FormatEPUB
Format Hinweis2 - DRM Adobe / EPUB
FormatFormat mit automatischem Seitenumbruch (reflowable)
Erscheinungsjahr2017
Erscheinungsdatum27.03.2017
Auflage1. Auflage
Seiten208 Seiten
SpracheEnglisch
Dateigrösse752 Kbytes
Artikel-Nr.3307095
Rubriken
Genre9201

Inhalt/Kritik

Leseprobe
Chapter 1
Drives for Results

On Monday, the 29th of October 2012, the city of Manhattan in New York lost electrical power from the disastrous consequences of a hurricane. With unceasing rain, the lower floors and elevator shafts of New York University's Langone Medical Center flooded. As the wind and rain shook the windows of the hospital, seven nurses who staffed the neonatal intensive care unit on the ninth floor of the hospital showed how a team can be driven for results.

Their results were not measured in profitability or common performance metrics, but in saving the delicate lives of 20 tiny babies. When the backup generators failed, the seven nurses with shared focus did what might have appeared impossible.

All of the infant ventilators and critically essential equipment stopped, triggering emergency alarms. The hospital was dangerously dark from the loss of power. The 4-hour battery backups for the babies in the intensive care unit activated, and the countdown began.

The nurses did three critical things: First, they accepted the responsibility and accountability for the life-or-death outcome. Second, they asked the right questions. Third, they decided on a rapid response.

Using the flashlight features on their cellphones, some of the nurses cast light on the isolettes while the others worked furiously to warmly wrap each baby. As they worked, the call came to evacuate the babies, beginning with those with the most severe risk of death.

One by one, each baby was removed from his or her ventilator and carried through the dark, down nine flights of stairs, and out into the fury of the hurricane. Unable to breathe on their own, the babies needed more than evacuation. Nurses had to breathe for each baby throughout the evacuation by manually squeezing a bag to administer oxygen to the baby's lungs.

Four or more people closely attended each baby and nurse, monitoring vital signs as they made their harrowing evacuation in the pitch blackness.

The team synchronized every movement on the stairs by audibly shouting Step . . . Step . . . Step! They coordinated every breath. When the team finally emerged from the dark hospital with a baby, a line of ambulances waited. Up and down, the team of nurses and emergency personnel went in this manner until each of the 20 babies was removed from the flooding hospital and placed in a safe zone miles from the raging storm. Not one baby died that night.

The courageous example of these seven nurses puts in perspective the capacity of professionals to achieve. While unparalleled in heroism, the intensive care nurses modeled a core competency of leadership-driven for results.

Employees do not really care about the stated mission and values of your organization. What they care about is how the mission and values come to life in what they do every day. Mission is a wall decoration without execution and results. The why and the what must be reinforced daily to drive employee ownership and achievement. Employees need to understand the importance of what they are doing, how they contribute, and why it is personal.

Do your employees own the results of the projects and initiatives assigned to them? Do they own and drive for results, or do they merely go through the motion of effort?

Achieving results that create value for your organization and for your clients requires a commitment to execution at every level. All team members need to internalize accountability and responsibility for the results of projects and initiatives assigned to them. Leaders need to be able to ask the right questions to make good decisions that align with the overall strategic direction of the organization. And everyone needs to be held responsible for tracking and measuring his or her goals to ensure that desired results are attained and obstacles cleared away.

What is your tracking mechanism for your department's goals?
Accountability

When people are accountable for their own decisions, work, and results, the effectiveness of an organization greatly increases. Of the three keys to driving for results, accountability has the power to lift your whole team to higher performance. Holding yourself and others accountable for decisions, actions, timeliness, and quality differentiates a winning team from an average or failing one.

The successes and dilemmas associated with managing reservoirs provides an analogy for leaders to consider when assigning expectations to groups or individuals.

Communities and regions depend on reservoirs as a source of water but also in some instances for flood control. Constructed with dams, reservoirs collect water from rivers, streams, rain, or melting snow and ice. Engineers design reservoirs to operate at peak capacity, to be full of water most of the time. When water exceeds the capacity of a reservoir, the excess water is typically released slowly to ensure that the operation can continue efficiently.

Water released from a reservoir generates energy by passing through turbines. That is, the balance between holding and releasing water affects the energy created.

Leaders who drive for results also need the energy that comes from channeling others through monitored and measured deliverables. As accountability becomes a routine part of workplace processes, on-time and quality execution generate energy for the whole team and organization.

Available water matters most when producing electricity through turbines. Although people might assume that hydroelectric dams always have adequate reservoir water, engineering depends on rivers, streams, rain, and melt to keep a reservoir full to capacity. The steady outflow and evaporation from a reservoir can deplete the water unless the feeders continue to fill the lake.

Leaders also must regulate the intake and outflow of production expectations on a team. This starts by setting realistic production expectations for employees, and then holding them accountable to hitting those expectations. Without realistic consideration for their capacities or time, it is possible that employees will become drained. The role of leaders who drive for results is to first set realistic levels of output and then monitor and measure workflow to manage the demands placed on employees.

When your expectations exceed the capacity of your team to execute, accountability and responsibility break down and may fail. If your team feels as though there is no hope for being able to achieve the results you are driving, the system may begin to shut down. Water management and team or project management, however, efficiently produce electricity when the balance is right.

In the spring of 1983, the Glen Canyon Dam located upstream from the iconic Grand Canyon in the American Southwest nearly burst. An overwhelming amount of snow and ice melt from the mountains pushed water levels higher than the capacity of the dam. The flood almost changed the face of the Colorado River below the reservoir. Facing the threat of an overtopping situation, the U.S. Bureau of Reclamation and dam managers opened the spillway tunnels to allow as much water through as possible. At the same time, they extended the height of the dam by installing plywood flashboards to increase reservoir holding capacity. As the water continued to rise, the crew at Glen Canyon Dam began to feel vibrations that turned into rumblings, and eventually becoming loud barrages, like a salvo of exploding military shells. The new spillways were failing quite dramatically, as the water rushing through had torn the interior cement walls, throwing rubble and debris out the other end of the dam, into the Colorado River. Had the dam completely failed, the sudden release of over 27 million acre feet of water would have been catastrophic for down-river systems, other dams, and residential areas. Fast action from engineers who constructed the emergency walls helped avert a disaster.

Plywood walls will not prevent the collapse of productivity on teams, but leaders who skillfully engineer teams and individuals to account for activities and accept responsibility can avoid some major productivity problems. By having a strong, transparent framework for regular two-way communication about task or project scope, timelines, and resources, a manager is more likely to keep employees engaged and in flow.

Leaders who Drive for Results manage the tension between inspecting the daily or weekly execution of project plans and giving autonomy to team members to fully inspect their own work, stepping up to project completion. Individuals may require differing levels of supervision, but the accountability framework for all employees becomes stronger the more managers empower others to make decisions and drive results for themselves.

The pitfalls that can exist when teams and individuals are not accountable for owning projects, or executing steps to completion, can be expressed in a comical report about four people named Everybody, Anybody, Somebody, and Nobody.

There was an important project, and Everybody was sure that Somebody would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that because it was Everybody's job. Everybody thought that Anybody could do it, but Nobody realized that Everybody wouldn't do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.

Holding others accountable is an essential practice for leaders who expect to achieve results, but also for peers and coworkers. However, whether you hold yourself accountable can motivate or demotivate others to make and keep commitments....
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