Practice What You Preach: What Managers Must Do to Create a High Achievement Culture

Practice What You Preach: What Managers Must Do to Create a High Achievement Culture

5.0 2
by David H. Maister
     
 

Are employee attitudes correlated with financial success? Yes! Firms perceived by their employees to actually practice what they preach are more financially successful than their competitors. Employee commitment causes improvement in financial performance.See more details below

Overview

Are employee attitudes correlated with financial success? Yes! Firms perceived by their employees to actually practice what they preach are more financially successful than their competitors. Employee commitment causes improvement in financial performance.

Editorial Reviews

Publishers Weekly - Publisher's Weekly
Maister, a professional service consultant, surveyed 6,500 employees at 50 worldwide companies to evaluate the relationship between company financial performance and employee satisfaction and loyalty. He found a direct and dramatic correlation. Here, he offers detailed commentary from CEOs, managers and staffers, and analysis of the survey results. Bosses in all kinds of companies will benefit from his solid advice, which should be required reading for executives and upper level managers. (June) Copyright 2001 Cahners Business Information.
Booknews
A financial advisor conducts detailed interviews with managers and employees to determine the connection between employee attitudes and a firm's financial success, finding that high levels of employee commitment and dedication actually cause a demonstrable, measurable improvement in financial performance. He then explains how managers can create a culture in a firm that promotes growth and superior financial returns by rigorously holding themselves up to the highest company standards. Annotation c. Book News, Inc., Portland, OR (booknews.com)
From the Publisher
James M. Kouzes Co-author of The Leadership Challenge This is a straight-talking, data-based, and energy-infused work of uncompromising scholarship and incomparable practicality.

Lawrence A. Weinbach Chairman and CEO, Unisys Corporation A great "how to succeed" manual for organizations in any field. Maister confirms that success is not about programs and policies but is about the honesty, integrity, and courage of the leader.

Michael Albrecht, Jr. Global Executive, IBM David Maister has, with compelling evidence, blown away the mysteries as to what makes a high-performance team. He offers great insights and definitive actions.

Robert R. Garland National Managing Partner of Assurance and Advisory Services, Deloitte & Touche David Maister has done it again! He has written yet another insight-filled book that will facilitate your growth as a business leader and manager.

Product Details

ISBN-13:
9780743211871
Publisher:
Free Press
Publication date:
06/18/2001
Pages:
272
Product dimensions:
6.06(w) x 8.86(h) x 0.94(d)

Read an Excerpt

How to Use This Book

The book is written for the practicing manager. I have tried to write the text in plain language, and defer all statistical language and presentation to the appendices. Those who wish to investigate the supporting data in depth can look there. However, if you choose, you should be able to read straight through the book without referring to the appendices.

Whatever contribution this book makes lies less in innovative conclusions than in the fact that I have tried to present new evidence to support important, but perhaps familiar, conclusions. (Hence the book's title: the message is not to preach new things, but to practice what most managers and firms already preach.)

Accordingly, the book is built around the evidence, quantitative and anecdotal, that I obtained. It unfolds slowly, presenting the results of analyses one at a time, building up from the simplest to the most complex. Similarly, rather than open the book with the major lessons learned from the case studies as a whole, I invite you to read each of the case studies one at a time, and experience them as I did, with (I hope) growing cumulative impact. The summary is deferred until the latter portion of the book.

For those who do wish to get the book's main conclusions right away, there's a relatively simple way to do it. Skim chapter 1 then jump straight to chapter 7 (The Predictive Package); chapter 9 (The Path to Performance); and Chapters 20 to 23 (Lessons). These chapters summarize the most important statistical and case study evidence in the their most essential form.

However, the story is richer than those chapters alone, and I hope that most readers will come with me as I recreate the journey of discovery that this research took me on.

Keep an eye out for lessons in the evidence that I may have failed to stress! While I will provide summaries and tell you what I think the lessons of the evidence are, you may want to keep a yellow highlighter pen handy to mark the lessons you deem to be the most important.

Copyright © 2001 by David H. Maister

Read More

Customer Reviews

Average Review:

Write a Review

and post it to your social network

     

Most Helpful Customer Reviews

See all customer reviews >