LEADER 04309nam 2200529 450 001 9910807309803321 005 20230808194224.0 010 $a1-4729-3024-X 035 $a(CKB)3710000000750806 035 $a(EBL)4592009 035 $a(OCoLC)954045798 035 $a(MiAaPQ)EBC4592009 035 $a(EXLCZ)993710000000750806 100 $a20160809h20162016 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 14$aThe business of excellence $ebuilding high-performance teams and organizations /$fJustin Hughes 210 1$aLondon, England :$cBloomsbury Business,$d2016. 210 4$dİ2016 215 $a1 online resource (243 p.) 300 $aIncludes index. 311 $a1-4729-5359-2 311 $a1-4729-3022-3 327 $aHalf Title; Title; Copyright; Dedication; Contents; List of figures; Acknowledgements; Introduction; Chapter 1 The crux of the issue; Fly the plane; World-.class basics; Learning from experience; The crux of the issue; The problem; The solution; Chapter 2 Excellence -. it starts with you; Looking in the mirror; Setting the standard; The humility of high performers; Leave no stone unturned; Benchmarking (are you up for it?); But we're creative; Summary of key points; The foundations; Chapter 3 Team players for team games (People); Drivers of behaviour 327 $aYou get the behaviour (performance) you train forYou get the behaviour (performance) you reward; Selection for the Red Arrows; The challenge for The Red Arrows; The selection process; The challenge for senior leadership teams; Team banking -. a case study; Developing the high-.performance team -. processes; Summary of key points; Chapter 4 Building the teams and organization you need (Capability); Britain's worst customer service company? (a hotly contended title!); Britain's best team?; Learning to be a fighter pilot; Putting the training to the test; Building the teams you need 327 $aBuilding capability in the teamClarity; Alignment; Commitment; The Channel Tunnel -. a case study; Common approach; Communication; Empowerment; Summary of key points; Getting stuff done; Chapter 5 From desire to outcome (Delivery); 5A Plans and planning; Planning for success; Plans and planning; The right solution to the wrong problem; The mission planning process; Aim; Start at the end; Analysis; Threats; External threats; Environmental threats; Internal threats (weaknesses); Strengths; Tactics (where is the best opportunity for success?); Contingencies 327 $aUpside down at 400mph: What's the plan?Stress testing the assumptions; The Red Team; Differential insight; Leading a planning team; Summary of key points; 5B Communicating the plan; Which guns did you mean?; The concept of briefing; The mechanics of briefing; Fighter pilot mission brief; Briefing -. case study; Summary of key points; 5C Execution; Friction and information overload; Priorities: What's the ball you can't afford to drop?; Recognizing overload; Execution and the art of decision-.making; Case study -. Marks and Spencer; History; Lessons; Conclusion; Summary of key points 327 $aChapter 6 Accelerating performance (Learning)An organization with a memory; The Donaldson report; The Francis report; Other sectors; A culture of learning; The debrief; What is a debrief?; A little bit of history; What a debrief isn't; Debrief behaviours; A quick health warning; Actor/.observer bias; Behaviour in practice; Running the debrief; Lead by example; Establish the parameters; Analyse the execution; Review the learning; Notify the learning; Implementation -. when and what; Knowledge management; Conclusion; Summary of key points; Other issues 327 $aChapter 7 Bringing others on the journey (Leadership) 606 $aTeams in the workplace$xManagement 606 $aEmployees$xCoaching of 606 $aLeadership 615 0$aTeams in the workplace$xManagement. 615 0$aEmployees$xCoaching of. 615 0$aLeadership. 676 $a658.4022 700 $aHughes$b Justin$01673016 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910807309803321 996 $aThe business of excellence$94036795 997 $aUNINA