10 Quantum Leaps to Build a High-Performing Organization
Introduction to Leading at Light Speed
0.0 Leadership in a Light Speed World (Free)
0.1 Effective Leadership Rests on Two Behaviors (Free)
0.2 Organizational Behavior – How Trust Works (Free)
0.3 Organizational Development – Building Trust (Free)
0.4 Organizational Culture That Sparks Innovation (Free)
0.5 Conclusion (Free)
Quantum Leap #1: Align the Core Values - Do you communicate clearly and consistently the organization’s core values (what is essential for its success)? Do you make sure there are measures of success tied to the core values?
1.0 Introduction
1.1 Benefits of Core Values
1.2 Strategic Framework: The Six Rings Model
1.3 First Ring: Purpose
1.4 The Problem With Mission Statements
1.5 Second Ring: Core Values
1.6 Stewardship
1.7 Seven Steps to Develop Core Values
1.8 Examples of Core Values
1.9 Avoid Hollow Values
1.10 Use Values to Decentralize Decisions
1.11 Use Symbols to Reinforce the Values
1.12 Conclusion
Quantum Leap #2: Sharpen the Focus - Do you communicate clearly and consistently the vision for the organization (where it is going)? Does the vision communicate a sharp sense of focus and priorities? Do you make sure there are measures of success tied to the vision?
2.0 Introduction
2.1 Third Ring: Vision
2.2 Organizational Vision Exercise
2.3 Four Measures of a Successful Vision
2.4 The Perfils of a Fuzzy Vision
2.5 Communication the Vision
2.6 The Strategic Plan
2.7 The Balanced Scorecard
2.8 Sharpening the Focus for Boards of Directors
2.9 Niche Strategies
2.10 Conclusion
Quantum Leap #3: Lead Through Others - Do you make sure that talented people are recruited, placed in the right roles, and developed? Do you build effective teams? Do you manage effective meetings? Do you delegate effectively? Do you develop “operating principles” for people that enable them to work well together?
3.0 Introduction
3.1 Getting the Right People on the Bus
3.2 The $35 Million Dollar Mistake
3.3 Behavior Based Interview vs. Typical Interview
3.4 Value Peoples Time
3.5 Highly Effective Meetings
3.6 Orient Yourself Towards Others
3.7 Relieve the Pressure
3.8 Leading Through Your Boss
3.9 Three Leadership Styles
3.10 Habits of Highly Effective Teams
3.11 Team Operating Principles
3.12 Skip Management
3.13 Matrix Management
3.14 Shared Leadership Roles
3.15 Performance Development Life Cycle
3.16 Conclusion
Quantum Leap #4: Manage Decisions Well - Do you understand the five types of decision processes? Do you communicate the process surrounding a given decision in such a way that everyone is clear on their roles and expectations?
4.0 Introduction
4.1 The Five Types of Decisions
4.2 Poor Decision Management
4.3 A “Formula” for Flawless Decisions
4.4 Decision Maps
4.5 Clarify Expectations
4.6 Building a Light Speed Culture
4.7 Managing Conflict
4.8 The GROW Model
4.9 Communicate the Results
4.10 Decision Making in Matrix Organizations
4.11 Decision Making Styles
4.12 Decision Making Principles
4.13 Managing Tough Decisions
4.14 The Point of Resolve
4.15 The Assumption of Competence
4.16 The Art of Delegation
4.17 The Danger of “Workarounds”
4.18 Conclusion
Quantum Leap #5: Accelerate the Pace of Change - Do you build processes to share performance information and improve the performance of the organization? Do you engage people in continuous improvement and learning? Do you manage change effectively?
5.0 Introduction
5.1 Learning Loops
5.2 Ignorance Loops
5.3 Learning Loops and Turf Wars
5.4 Hidden Learning Loops
5.5 Change the Trust Equation
5.6 Three Levels of Change
5.7 Power Sources and Stakeholders
5.8 The Role of Conversation
5.9 The Importance of Talk
5.10 Leading Successful Change
5.11 Assemple a Strong Planning Team
5.12 The Case for Change
5.13 Manage the Decision Process
5.14 Furnish the Necessary Resources
5.15 The Role of the Facilitator
5.16 Pinpoint the Priorities
5.17 Conclusion
Quantum Leap #6: Stimulate the Creative Flow - Do you create an environment in which innovation flourishes? Do you drive out fear of failure? Do you reward people for creativity and innovation? Do you search out people’s particular strengths? Do you give people opportunities to display their strengths and experience creative flow?
6.0 Introduction
6.1 The Dynamics of Flow
6.2 Factors of Flow
6.3 Balance Self-Confidenc and Uncertainty
6.4 Enable Local Invention
6.5 Emergent Intelligence
6.6 Recognize Success
6.7 Celebrate Failure
6.8 Foster Healthy Competition
6.9 Battle Bureaucracy
6.10 Key Factors of Successful Innovation
6.11 Aligning Compensation and Rewards
6.12 Conclusion
Quantum Leap #7: Spread Systems Thinking - Do you encourage people to use a systems approach to solving problems? Are you data-driven in your approach to solving problems? Do you help people overcome the assumption of competence? Do you help people avoid the substitution fallacy?
7.0 Introduction
7.1 The Tools of Systems Thinking
7.2 Five Systems Thinking Frames
7.3 When Frames Collide
7.4 The Circle of Assumptions
7.5 The Substitution Fallacy
7.6 Inconsistent Management Norms
7.7 Symptoms vs. Systems
7.8 Sliding Frames
7.9 Mental Models
7.10 Blind Spots
7.11 Dynamic Complexity
7.12 Keeping the Systems Perspective
7.13 Conclusion
Quantum Leap #8: Communicate in 12-D - Do you communicate well internally, up, down and across the organization? Do you communicate well with customers, shareholders, regulators, suppliers, and other interest groups? Do you have a message box? Do you mobilize new media as well as old media effectively?
8.0 Introduction
8.1 Quantum Leaps in Communication
8.2 The Importance of Communication
8.3 Communicating Externally
8.4 Developing Your Message Box
8.5 Mobilize the New Media
8.6 Partner with the Old Media
8.7 Communicating Under Fire
8.8 The Leader as a Heat Shield
8.9 Early Warning Systems
8.10 Conclusion
Quantum Leap #9: Start with Yourself - Do you set a high standard for personal and professional integrity – and hold other people accountable to a high standard? Specifically, do you display high levels of passion for the organization, honesty and honor, humor, and humility? Can you communicate effectively, using all four “powers” of communication?
9.0 Introduction
9.1 Four H’s of Leadership
9.2 Four Powers of Communication
9.3 Five Unexpected Qualities of Leaders
9.4 Four Paradoxes of Leadership
9.5 Managing the Work-Life Balance
9.6 Conclusion
Quantum Leap #10: Help Others Assume Responsibility - Are you able to alter your own behaviors to achieve higher levels of performance? Are you able to ask powerful questions that enable other people to assume responsibility and perform as effective leaders in the organization?
10.0 Introduction
10.1 The Process of Change
10.2 Case Study
10.3 John’s Story
10.4 Be Aware of Your Behaviors
10.5 Commit to Change
10.6 Your Circle of Advisors
10.7 Mentoring
10.8 Adventure Learning
10.9 Group Learning
10.10 Asking Powerful Questions
10.11 Anne’s Story
10.12 Create Real, Meaningful Change
10.13 Develop Your Vision
10.14 Conclusion