LEADER 04162nam 2200565 450 001 9910818315903321 005 20230807212102.0 010 $a1-118-93335-4 035 $a(CKB)3710000000259986 035 $a(EBL)1813819 035 $a(MiAaPQ)EBC1813819 035 $a(Au-PeEL)EBL1813819 035 $a(CaPaEBR)ebr10953586 035 $a(CaONFJC)MIL652761 035 $a(OCoLC)896833655 035 $a(EXLCZ)993710000000259986 100 $a20141024h20152015 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 14$aThe frontline leader $ebuilding a high-performance organization from the ground up /$fChris Van Gorder 210 1$aSan Francisco, California :$cJossey-Bass,$d2015. 210 4$dİ2015 215 $a1 online resource (208 p.) 300 $aIncludes index. 311 $a1-322-21481-6 311 $a1-118-93334-6 327 $aCover; Title Page; Copyright; Contents; Acknowledgments; Introduction; Chapter 1 Know Your People; Fly-Bys Don't Count; Roll Up Your Sleeves and Get Dirty; Do Your Dance; Make It Real with Questions and Answers; Stay Accessible; Keeping Employees Current; Be Yourself; The Job Never Ends; Taking Action; Chapter 2 Get Outside Yourself; See Yourself as a Trainee Again; Engage Even More Deeply; Lean on Your Partners; Build a Team Early; "We," Not "I"; Love Your People; Taking Action; Chapter 3 The Credibility Factor; Make It Visible and Meaningful; Act Repeatedly; Help Is on the Way 327 $aTaking ActionChapter 4 Tell Stories; Talk About the Front Line; Tell Your Own Stories; Use Your Storytelling Skills to Explain; Invite Employees to Tell Stories Too; Getting Inspired Together; Taking Action; Chapter 5 Create a Culture of Advocacy; Manage Down; Give Employees a Voice; Take Employee Feedback Seriously; Empower Employees to Assist in Change; Give People the Tools They Need to Succeed; Raise the Bar; Taking Action; Chapter 6 Take Care of the ""Me""; Commit to a Philosophy, Not a Policy; Stick with the Philosophy in Tough Times; Create Structures That Support "No Layoffs" 327 $aCare for People Beyond the WorkplaceGive More, Get More; Taking Action; Chapter 7 Hold People Accountable; Make Leaders Formally Accountable; Create Your Own Standards; Spread the Gospel of Accountability; Lay Down the Law; Provide Resources; Reward Good Performance; Spiraling Upward; Taking Action; Chapter 8 Build Loyalty and Engagement from the Middle; Develop Middle Managers Yourself; Let Managers Lead; Get Personal; Share the Power-and the Credit; Taking Action; Chapter 9 Bring People Together; Bridge Information Gaps; Mobilize Collaboration Proactively 327 $aEngender Collaboration Proactively Throughout the RanksTake Your Time; Taking Action; Chapter 10 Ask ""What If?""; Make Contingency Planning a Way of Life; Address Big-Picture Threats; Rally Your People; Always Fall Up; Taking Action; Conclusion; Notes; About the Author; Index; More from Wiley; EULA 330 $aReal leadership that leads to high engagement, higher performance, and a culture of accountability As president and CEO of Scripps Health, one of America''s most prestigious health systems, Chris Van Gorder presided over a dramatic turnaround, catapulting Scripps from near bankruptcy to a dominant market position. While hospitals and health systems nationwide have laid people off or are closing their doors, Scripps is financially healthy, has added thousands of employees (even with a no-layoff philosophy), and has developed a reputation as a top employer. What are the secrets to this remarkabl 606 $aLeadership 606 $aCorporate culture 606 $aCommunication in organizations 615 0$aLeadership. 615 0$aCorporate culture. 615 0$aCommunication in organizations. 676 $a658.4/092 686 $aBUS071000$2bisacsh 700 $aVan Gorder$b Chris$01723337 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910818315903321 996 $aThe frontline leader$94124501 997 $aUNINA