On-High Performance Organizations: A Leader to Leader Guide (Frances Hesselbein Leadership Forum) - Softcover

Drucker Foundat, Frances

Softcover

ISBN 10: 0787960691 ISBN 13: 9780787960698

Verlag: John Wiley & Sons, 2002

Inhaltsangabe

On High-Performance Organizations features the best thinking from top experts on organizational effectiveness, sustaining growth, and strategy. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On High-Performance Organizations is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.

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Über die Autorin bzw. den Autor

Frances Hesselbein is chairman of the board of governors of the Peter F. Drucker Foundation for Nonprofit Management and editor-in-chief of its journal Leader to Leader. She is also the lead editor for the best-selling Drucker Foundation Future Series. Hesselbein served as CEO of the Girl Scouts of the U.S.A. from 1976 to 1990 and was awarded the Presidential Medal of Freedom, the United States' highest civilian honor, in 1998.

Rob Johnston is president and CEO of the Peter F. Drucker Foundation for Nonprofit Management. He was executive producer for Leading in a Time of Change, a 2001 video featuring Peter F. Drucker and Peter M. Senge and for the Nonprofit Leader of the Future video teleconference. He is a senior editor for the Leader to Leader journal, and has contributed a chapter to Enterprising Nonprofits (Wiley, 2001).

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On High-Performance Organizations features the best thinking from top experts on organizational effectiveness, sustaining growth, and strategy. Written in a concise style that is ideal for the busy executive with little spare time, the book presents a stellar roster of contributors. On High-Performance Organizations is one title in the Leader to Leader Guides, which draw from the most compelling articles that have appeared in Leader to Leader, the Drucker Foundation's award-winning journal.

Learn about High Performance from these Thought Leaders
* Scott Adams
* James E. Austin
* Jeffrey W. Bennett
* Leonard L. Berry
* Deborah L. Duarte
* Frances Hesselbein
* Philip Kotler
* Jacques Nasser
* David Obstfeld
* James O'Toole
* Richard Tanner Pascale
* Bruce Pasternack
* Gifford Pinchot
* Adrian Slywotsky
* Douglas K. Smith
* Nancy Tennant Snyder
* Kathleen Sutcliffe
* Karl Weick

Aus dem Klappentext

On High-Performance Organizations presents the best leadership thinking on creating strategic advantage and passion-driven organizations. Part of the Leader to Leader Guides, which offer a wellspring of rich insight and information from top leadership thinkers, it provides readers with the tools for helping their organizations excel in effectiveness, sustaining growth, and strategy.
Drawn from Leader to Leader the award-winning journal, On High- Performance Organizations brings together Karl Weick, Frances Hesselbein, Scott Adams, Philip Kotler, James O'Toole and other thought leaders to offer practical guidance for those who seek to lead their organizations to high performance. This essential volume offers leaders a roadmap for organizational success by revealing how leaders employ people with a diversity of experience and opinion, support efforts to anticipate and embrace change, build productive work communities, and disperse leadership responsibility.
Each of the four volumes in the Leader to Leader Guides-- On Mission and Leadership, On Leading Change, On High-Performance Organizations, and On Creativity, Innovation, and Renewal-- is organized around an essential topic with a diversity of views presented in clear, short chapters. These essential collections provide leaders with insight and inspiration to take their organizations to new levels of excellence.

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On High Performance Organizations

A Leader to Leader GuideBy Frances Hesselbein Rob Johnston

John Wiley & Sons

ISBN: 0-7879-6069-1

Chapter One

Putting One's House in Order

Frances Hesselbein

The first step to "put one's house in order" is to employ Peter Drucker's concept of "planned abandonment" and to reject outmoded organizational policies, practices, and products. This involves reviewing the organization's mission, customers, what the customers value, results, and plans to attain organizational goals. A second step is to examine the organization's leadership strengths, needs, and approaches; its allocation and development of human resources; its communication of mission and values; and its diversity. The third step of proactive change is introspection and planning for personal development. By aligning the organization's plan for the future with its plan for leadership and our own personal plans, we become more integrated and innovative.

Jack Welch, former chairman and CEO of General Electric, once compared his organization to an old house. Over many years all organizations, especially established ones, accumulate outmoded practices, policies, and procedures; the leader's job, he said, is to clean out the attics and closets. We need to take stock, assess our organizational estate, and discard what no longer works. Clearing the cobwebs from this old house is an adventure in "planned abandonment," to use Peter Drucker's evocative phrase.

As this year fades, it is natural to look back to what we have accomplished and look ahead to what is possible. It is a time of profound assessment. We know that the future demands a new approach to planning, and to leading change. "Business as usual" is dead. Vision, mission, and courage will carry the day.

To move from vision to action, to lead vibrant organizations that can flourish in the 2000s, consider an exercise that for generations has helped people refresh and renew their lives: spring house cleaning. A passionate western Pennsylvania value (my roots are showing), this practice is invaluable in the life of an organization and its leaders.

Three Dimensions of Change

For today's organizations, cleaning the attic-"getting one's house in order"-means, first of all, revisiting one's mission: the short, powerful, compelling statement of why the organization does what it does, its reason for being. From a passionate, relevant mission flow the few powerful goals that reflect the organization's vision of the future. And from those goals flow the objectives, action steps, and organizational tactics that will carry the enterprise forward. We ask the five classic questions that Peter Drucker has charged organizations to answer for the past 60 years: What is our mission? Who is the customer? What does the customer value? What are our results? What is our plan?

But creating this organizational coherence is just the first imperative of change. The second dimension of good housekeeping is the plan for the leadership of the organization. Preparing our leadership house for the future requires as much time, energy, and rigor as the strategic plan for the enterprise itself.

To create a plan for the leadership corps we must ask ourselves several more questions. These include:

What are our leadership strengths? What are the areas to be strengthened?

Are we leading from the front? Do we anticipate change and articulate shared aspirations, or simply react to crises?

How do we deploy our leaders, our teams, our people to further the mission and achieve our goals?

Do we use job expansion, job rotation, and opportunities for development in innovative ways to release the energies of people and increase job satisfaction?

Do our leaders see themselves as the embodiment of the mission, values, and beliefs of the organization?

How can we sharpen communication skills and attitudes -knowing communication is not merely saying something, it is being heard?

Are we building today the richly diverse, inclusive, cohesive organization that our vision and mission demand?

The answers to these questions help us build effective teams, deploy appropriate resources, and develop energetic leaders in response to goals and objectives.

The third dimension of change-getting our personal house in order-is perhaps the most challenging, and most neglected. It requires reserving the time, building the psychic energy, for introspection. When society is transformed, the organization is transformed, and in the end, we ourselves are transformed. We play an active role in all three.

Just as leaders are responsible for understanding their organization's strengths and preparing for its future, we must assess our personal strengths and take responsibility for planning our own development. For each of us, this will require listening to the whispers of our lives. We look at the intensely personal challenges of our health, our well-being, our relationships with others, and the promptings of our spiritual life-however we define it.

Bringing the Search Home

From such reflection we can set the goals of our own work-for instance, work-life balance-and ensure that our lives are consistent with the values and mission of the organization we are building. In our personal plan-written, not rolling around in our head-we are responsible for our own development, with checkpoints along the way.

I once talked with a highly successful CEO who shared with me his plan for 2000-he called it his "learning journey." It included fewer "things to do," greater focus, and more time for writing and for family-and specified deadlines for action. This went far beyond the business plan for a successful organization; it was the personal plan for a successful life.

When we align the organization's plan for the future with the plan for its leadership and with our own personal plan, they become one: the powerful symbol of the integrated, innovative organization of the future and its leaders. We look to other leaders, past or present, whose personal vision and values were congruent with the credo, the values of their organization. For instance, James Burke, former CEO of Johnson & Johnson, continues to inspire and motivate through his example, his results, his legacy.

Effective leaders have learned that moving from vision to reality requires a road map, a business plan for the future. When we create a vision for the institution, its leadership, and ourselves, we create a new house. We have left behind business as usual in all we see and do. It is an exuberant journey. It is called managing the dream.

Chapter Two

High Reliability The Power of Mindfulness

Karl Weick and Kathleen Sutcliffe, with David Obstfeld

The effectiveness of high-reliability organizations, such as air traffic control centers, stems from the ability to respond to fluctuating conditions. Collective mindfulness, which can be developed in any organization, consists of: (1) viewing any failure as a systemic problem to be examined and learned from; (2) reluctance to simplify interpretations; (3) integrated sensitivity to and communication about operations throughout the organization; (4) commitment to resilience; and (5) fluidity of decision-making structures.

A patient is wheeled into the emergency room in cardiac arrest. A team of...

Details zur Ausgabe

• Verlag: John Wiley & Sons
• Erscheinungsdatum: 2002
• Sprache: Englisch
• ISBN 10: 0787960691
• ISBN 13: 9780787960698
• Einband: Taschenbuch
• Auflage: 1
• Anzahl der Seiten: 196
• Kontakt zum Hersteller: Wiley-VCH GmbH; product_safety@wiley.com; ; Boschstrasse 12; Weinheim; 69469; Deutschland