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Being able to change to keep pace with a rapidly changing world is the key to business success in the '90s. Enlightened Leadership is a practical, hands-on guide to breaking through the barriers to organizational change. Doug Krug and Ed Oakley show why most efforts at change fail -- and they provide leaders with proven methods for getting their people moving in the right direction.
The key lies in showing those who would be change agents how to capitalize on their organization's greatest asset: the under-utilized talent, expertise, and energy of its existing staff. The authors' program is based on maximizing the contributions of all employees -- by sharing information, decision-making, and planning with them -- creating a shared culture of organizational goals, strategies, and methods.
Managers and leaders at all levels -- from small business owners to corporate strategists -- can use Oakley and Krug's proven techniques, including planning, communication, and motivational tools, to support their employees in effecting the positive changes that will make the difference in achieving their organizations' bottom-line goals.
The key lies in showing those who would be change agents how to capitalize on their organization's greatest asset: the under-utilized talent, expertise, and energy of its existing staff. The authors' program is based on maximizing the contributions of all employees -- by sharing information, decision-making, and planning with them -- creating a shared culture of organizational goals, strategies, and methods.
Managers and leaders at all levels -- from small business owners to corporate strategists -- can use Oakley and Krug's proven techniques, including planning, communication, and motivational tools, to support their employees in effecting the positive changes that will make the difference in achieving their organizations' bottom-line goals.
Being able to change to keep pace with a rapidly changing world is the key to business success in the '90s. Enlightened Leadership is a practical, hands-on guide to breaking through the barriers to organizational change. Doug Krug and Ed Oakley show why most efforts at change fail -- and they provide leaders with proven methods for getting their people moving in the right direction.
The key lies in showing those who would be change agents how to capitalize on their organization's greatest asset: the under-utilized talent, expertise, and energy of its existing staff. The authors' program is based on maximizing the contributions of all employees -- by sharing information, decision-making, and planning with them -- creating a shared culture of organizational goals, strategies, and methods.
Managers and leaders at all levels -- from small business owners to corporate strategists -- can use Oakley and Krug's proven techniques, including planning, communication, and motivational tools, to support their employees in effecting the positive changes that will make the difference in achieving their organizations' bottom-line goals.
The key lies in showing those who would be change agents how to capitalize on their organization's greatest asset: the under-utilized talent, expertise, and energy of its existing staff. The authors' program is based on maximizing the contributions of all employees -- by sharing information, decision-making, and planning with them -- creating a shared culture of organizational goals, strategies, and methods.
Managers and leaders at all levels -- from small business owners to corporate strategists -- can use Oakley and Krug's proven techniques, including planning, communication, and motivational tools, to support their employees in effecting the positive changes that will make the difference in achieving their organizations' bottom-line goals.
Über den Autor
Ed Oakley is an internationally recognized leader in the field of change implementation with a background in management.
Inhaltsverzeichnis
CONTENTS
Acknowledgments
Foreword
Chapter 1: Getting Right to the Point
The Challenge to Classical Change Efforts
A New Way of Managing Change
Enlightened Leadership
How to Get the Most Out of This Book
Chapter 2: The Dynamics of Organizational Change
Change Options
Phases of Business Development
The First Phase: Entrepreneurial
The Second Phase: Growth
The Third Phase: Decline or Renewal
Personal Growth Cycle
Continuous Renewal
Chapter 3: Getting to the Real Issues
Symptoms of the Problem
The Real Issue
The Importance of Mindset to Performance
Systems and Processes vs. the Human Factor
Dealing with Mindset -- First
Chapter 4: The Mindset Issue
The 80%/20% Differences
Attitude
What Keeps People From Maintaining an Effective Attitude?
The Development of Serf-Image
Self-Image and Personal Performance
Chapter 5: Looking at Focus
We Get What We Focus On
The Two Sides of Attention
A Model for Focusing Energy
We Attract What We Try to Avoid
Problem vs. Solution Orientation
Chapter 6: Generating the Mindset Shift
The New Paradigm
Shifting Paradigms
Personal Paradigms
The Power of Shifting Focus
Net Forward Energy Enhancing Ratio
Net Forward Energy Ratio Performance Curve
Naming Our Model of Choices
Framework for Continuous Renewal
Chapter 7: Asking Versus Telling
Do It My Way
Whose Perspective Counts Anyway?
A Different Approach
The Manager-Employee Reality Gap
The Real Experts
Chapter 8: The Ultimate Empowerment Tool
Combining Forward Focus and Questions
What Makes Effective Questions Effective?
Benefits of Asking Effective Questions
Questions That Disempower/Empower
Fundamentals of Effective Questions
Timing Is Everything
A Structure for Effective Questions
The Most Important Element
Using Effective Questions
Chapter 9: Alignment Through Shared Purpose and Vision
What Are We Busy About?
High Performance Characteristics
Purpose
Vision
Alignment
The Power Behind Vision
Using EQs to Develop Purpose and Vision
Vision of a High Performance Environment
Chapter 10: Renewal in the Real World
Practicalities
Renewal in Quality
Renewal in Customer Service
Renewal in Continuous Improvement
Renewal in Sales
Renewal in Problem-Solving
Chapter 11: Leadership in the Renewing Organization
Renewal and Leadership
Leadership Past
Revisiting the Reality Gap
Leadership Today
Extreme Leadership Styles
Enlightened Leadership
Leadership and Power
Awareness -- The Critical Factor
Leadership in Action
Chapter 12: The Bottom Line
Intention -- The Critical Ingredient
Beyond Independence
The Essence of Enlightened Leadership
The Personal Challenge
A Self-Appraisal
Bibliography
Index
About Enlightened Leadership International, Inc.
Acknowledgments
Foreword
Chapter 1: Getting Right to the Point
The Challenge to Classical Change Efforts
A New Way of Managing Change
Enlightened Leadership
How to Get the Most Out of This Book
Chapter 2: The Dynamics of Organizational Change
Change Options
Phases of Business Development
The First Phase: Entrepreneurial
The Second Phase: Growth
The Third Phase: Decline or Renewal
Personal Growth Cycle
Continuous Renewal
Chapter 3: Getting to the Real Issues
Symptoms of the Problem
The Real Issue
The Importance of Mindset to Performance
Systems and Processes vs. the Human Factor
Dealing with Mindset -- First
Chapter 4: The Mindset Issue
The 80%/20% Differences
Attitude
What Keeps People From Maintaining an Effective Attitude?
The Development of Serf-Image
Self-Image and Personal Performance
Chapter 5: Looking at Focus
We Get What We Focus On
The Two Sides of Attention
A Model for Focusing Energy
We Attract What We Try to Avoid
Problem vs. Solution Orientation
Chapter 6: Generating the Mindset Shift
The New Paradigm
Shifting Paradigms
Personal Paradigms
The Power of Shifting Focus
Net Forward Energy Enhancing Ratio
Net Forward Energy Ratio Performance Curve
Naming Our Model of Choices
Framework for Continuous Renewal
Chapter 7: Asking Versus Telling
Do It My Way
Whose Perspective Counts Anyway?
A Different Approach
The Manager-Employee Reality Gap
The Real Experts
Chapter 8: The Ultimate Empowerment Tool
Combining Forward Focus and Questions
What Makes Effective Questions Effective?
Benefits of Asking Effective Questions
Questions That Disempower/Empower
Fundamentals of Effective Questions
Timing Is Everything
A Structure for Effective Questions
The Most Important Element
Using Effective Questions
Chapter 9: Alignment Through Shared Purpose and Vision
What Are We Busy About?
High Performance Characteristics
Purpose
Vision
Alignment
The Power Behind Vision
Using EQs to Develop Purpose and Vision
Vision of a High Performance Environment
Chapter 10: Renewal in the Real World
Practicalities
Renewal in Quality
Renewal in Customer Service
Renewal in Continuous Improvement
Renewal in Sales
Renewal in Problem-Solving
Chapter 11: Leadership in the Renewing Organization
Renewal and Leadership
Leadership Past
Revisiting the Reality Gap
Leadership Today
Extreme Leadership Styles
Enlightened Leadership
Leadership and Power
Awareness -- The Critical Factor
Leadership in Action
Chapter 12: The Bottom Line
Intention -- The Critical Ingredient
Beyond Independence
The Essence of Enlightened Leadership
The Personal Challenge
A Self-Appraisal
Bibliography
Index
About Enlightened Leadership International, Inc.
Details
| Erscheinungsjahr: | 1994 |
|---|---|
| Fachbereich: | Allgemeines |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| Seiten: | 272 |
| ISBN-13: | 9780671866754 |
| ISBN-10: | 0671866753 |
| Sprache: | Englisch |
| Ausstattung / Beilage: | Paperback |
| Einband: | Kartoniert / Broschiert |
| Autor: | Oakley, Ed |
| Hersteller: | Touchstone Books |
| Maße: | 216 x 140 x 16 mm |
| Von/Mit: | Ed Oakley |
| Erscheinungsdatum: | 15.07.1994 |
| Gewicht: | 0,388 kg |
Über den Autor
Ed Oakley is an internationally recognized leader in the field of change implementation with a background in management.
Inhaltsverzeichnis
CONTENTS
Acknowledgments
Foreword
Chapter 1: Getting Right to the Point
The Challenge to Classical Change Efforts
A New Way of Managing Change
Enlightened Leadership
How to Get the Most Out of This Book
Chapter 2: The Dynamics of Organizational Change
Change Options
Phases of Business Development
The First Phase: Entrepreneurial
The Second Phase: Growth
The Third Phase: Decline or Renewal
Personal Growth Cycle
Continuous Renewal
Chapter 3: Getting to the Real Issues
Symptoms of the Problem
The Real Issue
The Importance of Mindset to Performance
Systems and Processes vs. the Human Factor
Dealing with Mindset -- First
Chapter 4: The Mindset Issue
The 80%/20% Differences
Attitude
What Keeps People From Maintaining an Effective Attitude?
The Development of Serf-Image
Self-Image and Personal Performance
Chapter 5: Looking at Focus
We Get What We Focus On
The Two Sides of Attention
A Model for Focusing Energy
We Attract What We Try to Avoid
Problem vs. Solution Orientation
Chapter 6: Generating the Mindset Shift
The New Paradigm
Shifting Paradigms
Personal Paradigms
The Power of Shifting Focus
Net Forward Energy Enhancing Ratio
Net Forward Energy Ratio Performance Curve
Naming Our Model of Choices
Framework for Continuous Renewal
Chapter 7: Asking Versus Telling
Do It My Way
Whose Perspective Counts Anyway?
A Different Approach
The Manager-Employee Reality Gap
The Real Experts
Chapter 8: The Ultimate Empowerment Tool
Combining Forward Focus and Questions
What Makes Effective Questions Effective?
Benefits of Asking Effective Questions
Questions That Disempower/Empower
Fundamentals of Effective Questions
Timing Is Everything
A Structure for Effective Questions
The Most Important Element
Using Effective Questions
Chapter 9: Alignment Through Shared Purpose and Vision
What Are We Busy About?
High Performance Characteristics
Purpose
Vision
Alignment
The Power Behind Vision
Using EQs to Develop Purpose and Vision
Vision of a High Performance Environment
Chapter 10: Renewal in the Real World
Practicalities
Renewal in Quality
Renewal in Customer Service
Renewal in Continuous Improvement
Renewal in Sales
Renewal in Problem-Solving
Chapter 11: Leadership in the Renewing Organization
Renewal and Leadership
Leadership Past
Revisiting the Reality Gap
Leadership Today
Extreme Leadership Styles
Enlightened Leadership
Leadership and Power
Awareness -- The Critical Factor
Leadership in Action
Chapter 12: The Bottom Line
Intention -- The Critical Ingredient
Beyond Independence
The Essence of Enlightened Leadership
The Personal Challenge
A Self-Appraisal
Bibliography
Index
About Enlightened Leadership International, Inc.
Acknowledgments
Foreword
Chapter 1: Getting Right to the Point
The Challenge to Classical Change Efforts
A New Way of Managing Change
Enlightened Leadership
How to Get the Most Out of This Book
Chapter 2: The Dynamics of Organizational Change
Change Options
Phases of Business Development
The First Phase: Entrepreneurial
The Second Phase: Growth
The Third Phase: Decline or Renewal
Personal Growth Cycle
Continuous Renewal
Chapter 3: Getting to the Real Issues
Symptoms of the Problem
The Real Issue
The Importance of Mindset to Performance
Systems and Processes vs. the Human Factor
Dealing with Mindset -- First
Chapter 4: The Mindset Issue
The 80%/20% Differences
Attitude
What Keeps People From Maintaining an Effective Attitude?
The Development of Serf-Image
Self-Image and Personal Performance
Chapter 5: Looking at Focus
We Get What We Focus On
The Two Sides of Attention
A Model for Focusing Energy
We Attract What We Try to Avoid
Problem vs. Solution Orientation
Chapter 6: Generating the Mindset Shift
The New Paradigm
Shifting Paradigms
Personal Paradigms
The Power of Shifting Focus
Net Forward Energy Enhancing Ratio
Net Forward Energy Ratio Performance Curve
Naming Our Model of Choices
Framework for Continuous Renewal
Chapter 7: Asking Versus Telling
Do It My Way
Whose Perspective Counts Anyway?
A Different Approach
The Manager-Employee Reality Gap
The Real Experts
Chapter 8: The Ultimate Empowerment Tool
Combining Forward Focus and Questions
What Makes Effective Questions Effective?
Benefits of Asking Effective Questions
Questions That Disempower/Empower
Fundamentals of Effective Questions
Timing Is Everything
A Structure for Effective Questions
The Most Important Element
Using Effective Questions
Chapter 9: Alignment Through Shared Purpose and Vision
What Are We Busy About?
High Performance Characteristics
Purpose
Vision
Alignment
The Power Behind Vision
Using EQs to Develop Purpose and Vision
Vision of a High Performance Environment
Chapter 10: Renewal in the Real World
Practicalities
Renewal in Quality
Renewal in Customer Service
Renewal in Continuous Improvement
Renewal in Sales
Renewal in Problem-Solving
Chapter 11: Leadership in the Renewing Organization
Renewal and Leadership
Leadership Past
Revisiting the Reality Gap
Leadership Today
Extreme Leadership Styles
Enlightened Leadership
Leadership and Power
Awareness -- The Critical Factor
Leadership in Action
Chapter 12: The Bottom Line
Intention -- The Critical Ingredient
Beyond Independence
The Essence of Enlightened Leadership
The Personal Challenge
A Self-Appraisal
Bibliography
Index
About Enlightened Leadership International, Inc.
Details
| Erscheinungsjahr: | 1994 |
|---|---|
| Fachbereich: | Allgemeines |
| Genre: | Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Taschenbuch |
| Seiten: | 272 |
| ISBN-13: | 9780671866754 |
| ISBN-10: | 0671866753 |
| Sprache: | Englisch |
| Ausstattung / Beilage: | Paperback |
| Einband: | Kartoniert / Broschiert |
| Autor: | Oakley, Ed |
| Hersteller: | Touchstone Books |
| Maße: | 216 x 140 x 16 mm |
| Von/Mit: | Ed Oakley |
| Erscheinungsdatum: | 15.07.1994 |
| Gewicht: | 0,388 kg |
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