Managing for Performance
Delivering Results Through Others
By Judith Leary-Joyce
Prentice Hall / Financial Times
Distributed By Trans-Atlantic Publications
288 Pages, Illustrated, 6 1/4 x 9 1/4"
$42.50 paper original
Getting your team to perform to the highest possible level is at the core of how well every manager does and is also one of the toughest tasks they have to face.
Managers all over the world are struggling to set clear goals and direction for their teams because of a rise in factors including team diversity, different motivations and expectations of team members and an increase in short term project teams.
Managing for Performance offers the solution to these problems by explaining the key to successful performance management is the ability to develop a flexible approach and have a range of different tools and techniques to apply in different situations. It provides information on these tools and techniques, and offers self-coaching to develop the self-understanding that is critical to anybody tasked with managing people.
This definitive guide will provide managers with all the support and advice they need to be able to appraise and enhance both their own and their team’s performance, and successfully tackle the issues affecting performance to achieve optimum results.
- Why performance management is a bigger challenge than ever before
- How to use the book
- Testing your skills
- Getting feedback from others
Chapter 1 – Yourself
- Questions and skills analysis
- Being the best leader you can be
- Delivering results – what works
- Developing performance flexibility
- Creating a positive performance climate
- Honing your core skills – listening, feedback and coaching
- Creating a self development plan – setting your own performance goals
Chapter 2 – Your people
- Understanding others – questions and skills analysis
- Motivation turned upside down
- Tapping into individual values
- Understanding Xs and Ys
- Managing the 3 Ps – poor performers, plateaued and potentials
- Developing your motivational map and people performance plan
Chapter 3 – Your team
- Team performance – questions and skills analysis
- Teams – new structures, new success
- Analyzing your team contribution – adding value
- Team processes – keeping your focus on the team
- A model for team success
- Creating a strategy for developing high performance teams
Chapter 4 – The processes
- Understanding performance processes - questions and skills analysis
- Performance processes that work
- Measuring for success
- Rewarding for success
- Making the most of the review process
- Developing potential
- Creating a performance process plan
Chapter 5 – The organization
- Understanding the organization - questions and skills analysis
- Getting to the heart of the organization
- Understanding the impact of organizational change
- Working with the change process
- Supporting others through change
- Creating a strategy for change
Benchmarks: Coaching for Performance is many years
- Performance management is the biggest role a manager does – and also one of the most difficult, and surprisingly the least well published. The need is great.
- It’s becoming more difficult than ever in faster, more democratic and more complex business conditions.
- This is a real ‘how to’ book from an authority from Ashridge Business School.
- Audience: a strong ‘need-based’ individual purchase but also with high training/trainer appeal, and Human Resources potential.
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