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