ISBN-10:
0648137201
ISBN-13:
9780648137207
Pub. Date:
Publisher:
A Practical Guide for Behavioural Leadership: Embedding organisational learning for high performance using the MILL model

A Practical Guide for Behavioural Leadership: Embedding organisational learning for high performance using the MILL model

by Arjan Molenkamp

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Overview

Eager to find out how to groom employees, grow customer satisfaction while creating great performance?

The need for organisations to change is bigger than ever before, with the impact of disruptive technical developments on the competitive landscape, a new generation of employees seeking greater engagement and purpose, and changing customer expectations.

Organisations and their leaders have to learn how to respond to these new challenges and opportunities, or they will be left behind. Adapting requires leadership that can challenge employees to be alert for opportunities, and become capable to develop and implement new ideas for continuous action improvement.

In a Practical Guide for Behavioural Leadership, managers will get a ready-to-use structure and toolbox, to:

  • Discover the tasks and responsibilities of managers and employees during the preparation for and execution of change, with the MILL model.
  • Learn the overarching structure of engagement and empowerment, combined with care and control to create instant results and firmly embed change.
  • Achieve the best results and the highest value for all stakeholders, with insights and tools to grow and groom teams and individuals.
  • Find out how to transform your organisation into a learning, high-performance organisation


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Product Details

ISBN-13: 9780648137207
Publisher: MacMillan Company Limited
Publication date: 12/04/2017
Sold by: Barnes & Noble
Format: NOOK Book
Pages: 290
File size: 5 MB

Table of Contents

Contents

INTRODUCTION

PART 1: THE MILL MODEL 21

Chapter 1: Overview of the MILL model

Chapter 2: The learning cycle

Chapter 3: Action improvement

Chapter 4: Engagement excellence

Chapter 5: Care and control

PART 2: CONNECTING THE BLADES – KEY TOOLS AND GUIDING PRINCIPLES

Chapter 6: Action improvement meeting

Chapter 7: Execute or escalate

Chapter 8: Action card and result board

Chapter 9: Inspect what you expect

PART 3: THE LEARNING CYCLE

Chapter 10: Commit

Chapter 11: Deliver

Chapter 12: Learn

Chapter 13: Improve

PART 4: ACTION IMPROVEMENT

Chapter 14: More

Chapter 15: Better

Chapter 16: Different

Chapter 17: Less

PART 5: ENGAGEMENT EXCELLENCE

Chapter 18: Needs

Chapter 19: Expectations

Chapter 20: Execution

Chapter 21: Experience

PART 6: CARE AND CONTROL

Chapter 22: Progress

Chapter 23: Impact

Chapter 24: Analysis

Chapter 25: Feedback

PART 7: THE BASE OF THE MILL MODEL

Chapter 26: Execution

Chapter 27: The outcome game, not blame game

Chapter 28: Data-selection and usage

Chapter 29: Performance management

CONCLUSION 

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