Introduction xxii Leading at a Higher Level xxiii Why Did We Write This Book? xxiv How This Book Is Organized xxvi SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION 1 Chapter 1 Is Your Organization High Performing? 3 Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, and Ken Blanchard The Right Target: The Quadruple Bottom Line 4 A High Performing Organization Scores Every Time 9 The HPO SCORES® Model 10 Leadership Is the Engine 12 The HPO SCORES® Quiz: How Does Your Organization Score? 13 HPO SCORES® Quiz 13 Chapter 2 The Power of Vision 17 Jesse Stoner, Ken Blanchard, and Drea Zigarmi The Importance of Vision 17 Effective Versus Ineffective Vision Statements 18 Creating a Vision That Really Works 19 A Compelling Vision Creates a Culture of Greatness 24 Vision Is the Place to Start 24 Vision Can Exist Anywhere in an Organization 26 Make Your Vision a Reality 27 Vision and Leadership 29 SECTION II: TREAT YOUR PEOPLE RIGHT 33 Chapter 3 Empowerment Is the Key 35 Alan Randolph and Ken Blanchard What Is Empowerment? 36 The Power of Empowerment 37 How History Blocks Change to Empowerment 37 Tapping People's Power and Potential: A Real-World Example 39 Learning the Language of Empowerment 40 The Three Keys to Empowerment 41 Chapter 4 SLII®: The Integrating Concept 53 The Founding Associates The Three Skills of an SLII® Leader 54 Goal Setting: The First Skill 54 Diagnosis: The Second Skill 54 Matching: The Third Skill 55 Enthusiastic Beginners Need a Directing Style 58 Disillusioned Learners Need a Coaching Style 59 Capable But Cautious Performers Need a Supporting Style 60 Self-Reliant Achievers Need a Delegating Style 60 Development Level Varies from Goal to Goal and Task to Task 61 Meeting People Where They Are 62 The Importance of Partnering with People 66 Effective Leadership Is a Transformational Journey 67 Chapter 5 Self Leadership: The Power Behind Empowerment 69 Susan Fowler, Ken Blanchard, and Laurence Hawkins Creating an Empowered Workforce 70 Creating Self Leaders Through Individual Learning 71 The Three Skills of a Self Leader 72 Chapter 6 One-on-One Leadership 81 Fred Finch and Ken Blanchard Establishing an Effective Performance Management System 81 One-on-One Leadership and the Performance Management System 85 Partnering as an Informal Performance Management System 100 One-on-Ones: An Insurance Policy for Making One-on-One Leadership Work 101 Chapter 7 Essential Skills for One-on-One Leadership 103 Ken Blanchard and Fred Finch One Minute Goal Setting 103 Areas of Accountability 104 Performance Standards 105 One Minute Praisings 110 One Minute Re-Directs 113 The Fourth Secret of the One Minute Manager 116 Chapter 8 Building Trust 119 Ken Blanchard, Cynthia Olmstead, and Randy Conley The High Cost of Low Trust 119 The Benefits of Trust 120 The Four Elements of Trust 120 Creating a High Trust Environment 121 The Transparency Challenge 124 Repairing Broken Trust 126 The Ripple Effect 128 Chapter 9 Coaching: A Key Competency for Leadership Development 131 Madeleine Homan Blanchard and Linda Miller Definition of Coaching 131 Five Applications of Coaching 132 Application One: Performance Coaching 133 Application Two: Development Coaching 135 Application Three: Career Coaching 137 Application Four: Coaching to Support Learning 140 Application Five: Creating an Internal Coaching Culture 142 Chapter 10 Mentoring: The Key to Life Planning 145 Ken Blanchard and Claire Díaz-Ortiz Obstacles to Beginning a Mentoring Relationship 146 Choosing a Mentoring Partner 147 Essence Versus Form 147 The MENTOR Model: Elements of a Successful Mentoring Partnership 148 Creating a Mentoring Program in Your Organization 151 Tailoring Mentoring to Career Stages 152 Chapter 11 Team Leadership 155 Don Carew, Eunice Parisi-Carew, Lael Good, and Ken Blanchard Why Teams? 156 Obstacles to High Performance 158 An Effective Team Leadership Approach 159 Providing Leadership Behaviors That Match the Team's Needs 168 Strategies for Higher Team Performance 173 The Power of Teams 176 Chapter 12 Collaboration: Fuel for High Performance 179 Jane Ripley, Eunice Parisi-Carew, and Ken Blanchard Collaboration Is Not Coordination, Cooperation, or Teamwork 179 Creating a Collaborative Framework 181 Collaboration Versus Competition 183 What It Takes to Be Collaborative 184 Collaboration: Fuel for High Performance 189 Chapter 13 Organizational Leadership 191 Ken Blanchard, Jesse Stoner, Don Carew, Eunice Parisi-Carew, and Fay Kandarian Real Life Examples of HPO SCORES® 191 Determining the Appropriate Leadership Style for Your Organization 198 Diagnosing Your Organization's Development Level 198 Results and Relationships: The Determinants of a High Performing Organization 198 Matching Leadership Style to Your Organization's Development Stage 201 Applying the Appropriate Leadership Style at Each Development Level 203 The Importance of Diagnosis and Matching 206 A History-Making Organizational Turnaround 207 Chapter 14 Organizational Change: Why People Resist It 209 Pat Zigarmi, Judd Hoekstra, and Ken Blanchard The Importance of Leading Change 209 Why Is Organizational Change So Complicated? 210 When Is Change Necessary? 211 Why Change Gets Derailed or Fails 212 Focus on Leading the Journey 214 Surfacing and Addressing People's Concerns 215 Different People Are at Different Stages of Concern 223 The Importance of Involving Those Who Are Being Asked to Change 223 Chapter 15 Leading People Through Change 225 Pat Zigarmi and Judd Hoekstra Five Change Leadership Strategies 225 The Importance of Reinforcing the Change 247 Chapter 16 Managing a Successful Cultural Transformation 249 Garry Demarest, Chris Edmonds, and Bob Glaser Gung Ho!: A Starting Point 250 Managing a Successful Cultural Transformation 255 Critical Success Factors for Cultural Transformation 261 SECTION III: TREAT YOUR CUSTOMERS RIGHT 263 Chapter 17 Serving Customers at a Higher Level 265 Ken Blanchard, Kathy Cuff, Vicki Halsey, and Jesse Stoner Getting Legendary SCORES from Your Customers 265 Creating Legendary Service 267 Serving Customers at a Higher Level 272 Permitting People to Soar 281 Wallowing in a Duck Pond 282 Giving Your People Wings 282 SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP 285 Chapter 18 Servant Leadership 287 Ken Blanchard, Scott Blanchard, and Drea Zigarmi What Is Servant Leadership? 287 Applying Servant Leadership 290 Great Leaders Encourage People to Bring Their Brains to Work 293 What Kind of Leadership Impacts Performance the Most? 294 Being a Servant Leader Is a Question of the Heart 298 Driven Versus Called Leaders 299 The Plight of the Ego 300 Ego Antidotes 302 What Servant Leaders Do 304 Servant Leadership: A Mandate or a Choice 307 Chapter 19 Determining Your Leadership Point of View 313 Margie Blanchard, Pat Zigarmi, and Ken Blanchard Elements of a Leadership Point of View 314 Developing Your Own Leadership Point of View 323 Become a Higher Level Leader 332 Endnotes 333 Acknowledgments 347 About the Authors 349 Services Available 371 Index 375