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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|Publisher:||MacMillan Company Limited|
|Sold by:||Barnes & Noble|
|File size:||5 MB|
Table of Contents
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