Managing for Performance
Delivering Results Through Others
By Judith Leary-Joyce
September 2007
Prentice Hall / Financial Times
Distributed
By Trans-Atlantic Publications
ISBN:
9780273703549
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.
Contents
Introduction
- 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
Features
- 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.