In this fully updated third edition of<i>&nbsp;Leading at a Higher Level</i>, Blanchard and his colleagues bring together all they&rsquo;ve learned about world-class leadership, including brand new chapters on building a high-trust workplace, collaborating for high performance, driving success through mentoring, and leading at the organizational level. Students will discover how to create targets and visions based on the &ldquo;quadruple bottom line&rdquo; and make sure people know who you are, where you&rsquo;re going, and the values that will guide your journey.&nbsp;<br><br><i>Leading at a Higher Level&nbsp;</i>presents the definitive discussion about using SLII&reg;&mdash;the most widely used leadership model in the world &mdash; to lead yourself, individuals, teams, and entire organizations. More important, you&rsquo;ll learn how to dig deep within, discover the personal &ldquo;leadership point of view&rdquo; all great leaders possess, and apply it throughout your entire life. This book will guide you, inspire you, provoke you, and be your touchstone   

<b>Introduction&nbsp;&nbsp;&nbsp;&nbsp; xxii</b><br>Leading at a Higher Level&nbsp;&nbsp;&nbsp;&nbsp; xxiii<br>Why Did We Write This Book?&nbsp;&nbsp;&nbsp;&nbsp; xxiv<br>How This Book Is Organized&nbsp;&nbsp;&nbsp; xxvi<br><br><b>SECTION I:&nbsp; SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION&nbsp;&nbsp;&nbsp;&nbsp; 1<br>Chapter 1&nbsp; Is Your Organization High Performing?&nbsp;&nbsp;&nbsp;&nbsp; 3</b><br><i>Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, and Ken Blanchard</i><br>The Right Target: The Quadruple Bottom Line&nbsp;&nbsp;&nbsp;&nbsp; 4<br>A High Performing Organization Scores Every Time&nbsp;&nbsp;&nbsp;&nbsp; 9<br>The HPO SCORES&reg; Model&nbsp;&nbsp;&nbsp;&nbsp; 10<br>Leadership Is the Engine&nbsp;&nbsp;&nbsp;&nbsp; 12<br>The HPO SCORES&reg; Quiz: How Does Your Organization Score?&nbsp;&nbsp;&nbsp;&nbsp; 13<br>HPO SCORES&reg; Quiz&nbsp;&nbsp;&nbsp;&nbsp; 13<br><b>Chapter 2&nbsp; The Power of Vision&nbsp;&nbsp;&nbsp;&nbsp; 17</b><br><i>Jesse Stoner, Ken Blanchard, and Drea Zigarmi</i><br>The Importance of Vision&nbsp;&nbsp;&nbsp;&nbsp; 17<br>Effective Versus Ineffective Vision Statements&nbsp;&nbsp;&nbsp;&nbsp; 18<br>Creating a Vision That Really Works&nbsp;&nbsp;&nbsp;&nbsp; 19<br>A Compelling Vision Creates a Culture of Greatness&nbsp;&nbsp;&nbsp;&nbsp; 24<br>Vision Is the Place to Start&nbsp;&nbsp;&nbsp;&nbsp; 24<br>Vision Can Exist Anywhere in an Organization&nbsp;&nbsp;&nbsp;&nbsp; 26<br>Make Your Vision a Reality&nbsp;&nbsp;&nbsp;&nbsp; 27<br>Vision and Leadership&nbsp;&nbsp;&nbsp;&nbsp; 29<br><br><b>SECTION II:&nbsp; TREAT YOUR PEOPLE RIGHT&nbsp;&nbsp;&nbsp;&nbsp; 33<br>Chapter 3&nbsp; Empowerment Is the Key&nbsp;&nbsp;&nbsp;&nbsp; 35</b><br><i>Alan Randolph and Ken Blanchard</i><br>What Is Empowerment?&nbsp;&nbsp;&nbsp;&nbsp; 36<br>The Power of Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 37<br>How History Blocks Change to Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 37<br>Tapping People&rsquo;s Power and Potential: A Real-World Example&nbsp;&nbsp;&nbsp;&nbsp; 39<br>Learning the Language of Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 40<br>The Three Keys to Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 41<br><b>Chapter 4&nbsp; SLII&reg;: The Integrating Concept&nbsp;&nbsp;&nbsp;&nbsp; 53</b><br><i>The Founding Associates</i><br>The Three Skills of an SLII&reg; Leader&nbsp;&nbsp;&nbsp;&nbsp; 54<br>&nbsp;&nbsp;&nbsp; Goal Setting: The First Skill&nbsp;&nbsp;&nbsp;&nbsp; 54<br>&nbsp;&nbsp;&nbsp; Diagnosis: The Second Skill&nbsp;&nbsp;&nbsp;&nbsp; 54<br>&nbsp;&nbsp;&nbsp; Matching: The Third Skill&nbsp;&nbsp;&nbsp;&nbsp; 55<br>Enthusiastic Beginners Need a Directing Style&nbsp;&nbsp;&nbsp;&nbsp; 58<br>Disillusioned Learners Need a Coaching Style&nbsp;&nbsp;&nbsp;&nbsp; 59<br>Capable But Cautious Performers Need a Supporting Style&nbsp;&nbsp;&nbsp;&nbsp; 60<br>Self-Reliant Achievers Need a Delegating Style&nbsp;&nbsp;&nbsp;&nbsp; 60<br>Development Level Varies from Goal to Goal and Task to Task&nbsp;&nbsp;&nbsp;&nbsp; 61<br>Meeting People Where They Are&nbsp;&nbsp;&nbsp;&nbsp; 62<br>The Importance of Partnering with People&nbsp;&nbsp;&nbsp;&nbsp; 66<br>Effective Leadership Is a Transformational Journey&nbsp;&nbsp;&nbsp;&nbsp; 67<br><b>Chapter 5&nbsp; Self Leadership: The Power Behind Empowerment&nbsp;&nbsp;&nbsp;&nbsp; 69</b><br><i>Susan Fowler, Ken Blanchard, and Laurence Hawkins</i><br>Creating an Empowered Workforce&nbsp;&nbsp;&nbsp;&nbsp; 70<br>Creating Self Leaders Through Individual Learning&nbsp;&nbsp;&nbsp;&nbsp; 71<br>The Three Skills of a Self Leader&nbsp;&nbsp;&nbsp;&nbsp; 72<br><b>Chapter 6&nbsp; One-on-One Leadership&nbsp;&nbsp;&nbsp;&nbsp; 81</b><br><i>Fred Finch and Ken Blanchard</i><br>Establishing an Effective Performance Management System&nbsp;&nbsp;&nbsp;&nbsp; 81<br>One-on-One Leadership and the Performance Management System&nbsp;&nbsp;&nbsp;&nbsp; 85<br>Partnering as an Informal Performance Management System&nbsp;&nbsp;&nbsp;&nbsp; 100<br>One-on-Ones: An Insurance Policy for Making One-on-One Leadership Work&nbsp;&nbsp;&nbsp;&nbsp; 101<br><b>Chapter 7&nbsp; Essential Skills for One-on-One Leadership&nbsp;&nbsp;&nbsp;&nbsp; 103</b><br><i>Ken Blanchard and Fred Finch</i><br>One Minute Goal Setting&nbsp;&nbsp;&nbsp;&nbsp; 103<br>Areas of Accountability&nbsp;&nbsp;&nbsp;&nbsp; 104<br>Performance Standards&nbsp;&nbsp;&nbsp;&nbsp; 105<br>One Minute Praisings&nbsp;&nbsp;&nbsp;&nbsp; 110<br>One Minute Re-Directs&nbsp;&nbsp;&nbsp;&nbsp; 113<br>The Fourth Secret of the One Minute Manager&nbsp;&nbsp;&nbsp;&nbsp; 116<br><b>Chapter 8&nbsp; Building Trust&nbsp;&nbsp;&nbsp;&nbsp; 119</b><br><i>Ken Blanchard, Cynthia Olmstead, and Randy Conley</i><br>The High Cost of Low Trust&nbsp;&nbsp;&nbsp;&nbsp; 119<br>The Benefits of Trust&nbsp;&nbsp;&nbsp;&nbsp; 120<br>The Four Elements of Trust&nbsp;&nbsp;&nbsp;&nbsp; 120<br>Creating a High Trust Environment&nbsp;&nbsp;&nbsp;&nbsp; 121<br>The Transparency Challenge&nbsp;&nbsp;&nbsp;&nbsp; 124<br>Repairing Broken Trust&nbsp;&nbsp;&nbsp;&nbsp; 126<br>The Ripple Effect&nbsp;&nbsp;&nbsp;&nbsp; 128<br><b>Chapter 9&nbsp; Coaching: A Key Competency for Leadership Development&nbsp;&nbsp;&nbsp;&nbsp; 131</b><br><i>Madeleine Homan Blanchard and Linda Miller</i><br>Definition of Coaching&nbsp;&nbsp;&nbsp;&nbsp; 131<br>Five Applications of Coaching&nbsp;&nbsp;&nbsp;&nbsp; 132<br>&nbsp;&nbsp;&nbsp; Application One: Performance Coaching&nbsp;&nbsp;&nbsp;&nbsp; 133<br>&nbsp;&nbsp;&nbsp; Application Two: Development Coaching&nbsp;&nbsp;&nbsp;&nbsp; 135<br>&nbsp;&nbsp;&nbsp; Application Three: Career Coaching&nbsp;&nbsp;&nbsp;&nbsp; 137<br>&nbsp;&nbsp;&nbsp; Application Four: Coaching to Support Learning&nbsp;&nbsp;&nbsp;&nbsp; 140<br>&nbsp;&nbsp;&nbsp; Application Five: Creating an Internal Coaching Culture&nbsp;&nbsp;&nbsp;&nbsp; 142<br><b>Chapter 10&nbsp; Mentoring: The Key to Life Planning&nbsp;&nbsp;&nbsp;&nbsp; 145</b><br><i>Ken Blanchard and Claire D&iacute;az-Ortiz</i><br>Obstacles to Beginning a Mentoring Relationship&nbsp;&nbsp;&nbsp;&nbsp; 146<br>Choosing a Mentoring Partner&nbsp;&nbsp;&nbsp;&nbsp; 147<br>Essence Versus Form&nbsp;&nbsp;&nbsp;&nbsp; 147<br>The MENTOR Model: Elements of a Successful Mentoring Partnership&nbsp;&nbsp;&nbsp;&nbsp; 148<br>Creating a Mentoring Program in Your Organization&nbsp;&nbsp;&nbsp;&nbsp; 151<br>Tailoring Mentoring to Career Stages&nbsp;&nbsp;&nbsp;&nbsp; 152<br><b>Chapter 11&nbsp; Team Leadership&nbsp;&nbsp;&nbsp;&nbsp; 155</b><br><i>Don Carew, Eunice Parisi-Carew, Lael Good, and Ken Blanchard</i><br>Why Teams?&nbsp;&nbsp;&nbsp;&nbsp; 156<br>Obstacles to High Performance&nbsp;&nbsp;&nbsp;&nbsp; 158<br>An Effective Team Leadership Approach&nbsp;&nbsp;&nbsp;&nbsp; 159<br>Providing Leadership Behaviors That Match the Team&rsquo;s Needs&nbsp;&nbsp;&nbsp;&nbsp; 168<br>Strategies for Higher Team Performance&nbsp;&nbsp;&nbsp;&nbsp; 173<br>The Power of Teams&nbsp;&nbsp;&nbsp;&nbsp; 176<br><b>Chapter 12&nbsp; Collaboration: Fuel for High Performance&nbsp;&nbsp;&nbsp;&nbsp; 179</b><br><i>Jane Ripley, Eunice Parisi-Carew, and Ken Blanchard</i><br>Collaboration Is Not Coordination, Cooperation, or Teamwork&nbsp;&nbsp;&nbsp;&nbsp; 179<br>Creating a Collaborative Framework&nbsp;&nbsp;&nbsp;&nbsp; 181<br>Collaboration Versus Competition&nbsp;&nbsp;&nbsp;&nbsp; 183<br>What It Takes to Be Collaborative&nbsp;&nbsp;&nbsp;&nbsp; 184<br>Collaboration: Fuel for High Performance&nbsp;&nbsp;&nbsp;&nbsp; 189<br><b>Chapter 13&nbsp; Organizational Leadership&nbsp;&nbsp;&nbsp;&nbsp; 191</b><br><i>Ken Blanchard, Jesse Stoner, Don Carew, Eunice Parisi-Carew, and Fay Kandarian</i><br>Real Life Examples of HPO SCORES&reg;&nbsp;&nbsp;&nbsp;&nbsp; 191<br>Determining the Appropriate Leadership Style for Your Organization&nbsp;&nbsp;&nbsp;&nbsp; 198<br>Diagnosing Your Organization&rsquo;s Development Level&nbsp;&nbsp;&nbsp;&nbsp; 198<br>Results and Relationships: The Determinants of a High Performing Organization&nbsp;&nbsp;&nbsp;&nbsp; 198<br>Matching Leadership Style to Your Organization&rsquo;s Development Stage&nbsp;&nbsp;&nbsp;&nbsp; 201<br>Applying the Appropriate Leadership Style at Each Development Level&nbsp;&nbsp;&nbsp;&nbsp; 203<br>The Importance of Diagnosis and Matching&nbsp;&nbsp;&nbsp;&nbsp; 206<br>A History-Making Organizational Turnaround&nbsp;&nbsp;&nbsp;&nbsp; 207<br><b>Chapter 14&nbsp; Organizational Change: Why People Resist It&nbsp;&nbsp;&nbsp;&nbsp; 209</b><br><i>Pat Zigarmi, Judd Hoekstra, and Ken Blanchard</i><br>The Importance of Leading Change&nbsp;&nbsp;&nbsp;&nbsp; 209<br>Why Is Organizational Change So Complicated?&nbsp;&nbsp;&nbsp;&nbsp; 210<br>When Is Change Necessary?&nbsp;&nbsp;&nbsp;&nbsp; 211<br>Why Change Gets Derailed or Fails&nbsp;&nbsp;&nbsp;&nbsp; 212<br>Focus on Leading the Journey&nbsp;&nbsp;&nbsp;&nbsp; 214<br>Surfacing and Addressing People&rsquo;s Concerns&nbsp;&nbsp;&nbsp;&nbsp; 215<br>Different People Are at Different Stages of Concern&nbsp;&nbsp;&nbsp;&nbsp; 223<br>The Importance of Involving Those Who Are Being Asked to Change&nbsp;&nbsp;&nbsp;&nbsp; 223<br><b>Chapter 15&nbsp; Leading People Through Change&nbsp;&nbsp;&nbsp;&nbsp; 225</b><br><i>Pat Zigarmi and Judd Hoekstra</i><br>Five Change Leadership Strategies&nbsp;&nbsp;&nbsp;&nbsp; 225<br>The Importance of Reinforcing the Change&nbsp;&nbsp;&nbsp;&nbsp; 247<br><b>Chapter 16&nbsp; Managing a Successful Cultural Transformation&nbsp;&nbsp;&nbsp;&nbsp; 249</b><br><i>Garry Demarest, Chris Edmonds, and Bob Glaser</i><br>Gung Ho!: A Starting Point&nbsp;&nbsp;&nbsp;&nbsp; 250<br>Managing a Successful Cultural Transformation&nbsp;&nbsp;&nbsp;&nbsp; 255<br>Critical Success Factors for Cultural Transformation&nbsp;&nbsp;&nbsp;&nbsp; 261<br><br><b>SECTION III:&nbsp; TREAT YOUR CUSTOMERS RIGHT&nbsp;&nbsp;&nbsp;&nbsp; 263<br>Chapter 17&nbsp; Serving Customers at a Higher Level&nbsp;&nbsp;&nbsp;&nbsp; 265</b><br><i>Ken Blanchard, Kathy Cuff, Vicki Halsey, and Jesse Stoner</i><br>Getting Legendary SCORES from Your Customers&nbsp;&nbsp;&nbsp;&nbsp; 265<br>Creating Legendary Service&nbsp;&nbsp;&nbsp;&nbsp; 267<br>Serving Customers at a Higher Level&nbsp;&nbsp;&nbsp;&nbsp; 272<br>Permitting People to Soar&nbsp;&nbsp;&nbsp;&nbsp; 281<br>Wallowing in a Duck Pond&nbsp;&nbsp;&nbsp;&nbsp; 282<br>Giving Your People Wings&nbsp;&nbsp;&nbsp;&nbsp; 282<br><br><b>SECTION IV:&nbsp; HAVE THE RIGHT KIND OF LEADERSHIP&nbsp;&nbsp;&nbsp;&nbsp; 285<br>Chapter 18&nbsp; Servant Leadership&nbsp;&nbsp;&nbsp;&nbsp; 287</b><br><i>Ken Blanchard, Scott Blanchard, and Drea Zigarmi</i><br>What Is Servant Leadership?&nbsp;&nbsp;&nbsp;&nbsp; 287<br>Applying Servant Leadership&nbsp;&nbsp;&nbsp;&nbsp; 290<br>Great Leaders Encourage People to Bring Their Brains to Work&nbsp;&nbsp;&nbsp;&nbsp; 293<br>What Kind of Leadership Impacts Performance the Most?&nbsp;&nbsp;&nbsp;&nbsp; 294<br>Being a Servant Leader Is a Question of the Heart&nbsp;&nbsp;&nbsp;&nbsp; 298<br>Driven Versus Called Leaders&nbsp;&nbsp;&nbsp;&nbsp; 299<br>The Plight of the Ego&nbsp;&nbsp;&nbsp;&nbsp; 300<br>Ego Antidotes&nbsp;&nbsp;&nbsp;&nbsp; 302<br>What Servant Leaders Do&nbsp;&nbsp;&nbsp;&nbsp; 304<br>Servant Leadership: A Mandate or a Choice&nbsp;&nbsp;&nbsp;&nbsp; 307<br><b>Chapter 19&nbsp; Determining Your Leadership Point of View&nbsp;&nbsp;&nbsp;&nbsp; 313</b><br><i>Margie Blanchard, Pat Zigarmi, and Ken Blanchard</i><br>Elements of a Leadership Point of View&nbsp;&nbsp;&nbsp;&nbsp; 314<br>Developing Your Own Leadership Point of View&nbsp;&nbsp;&nbsp;&nbsp; 323<br>Become a Higher Level Leader&nbsp;&nbsp;&nbsp;&nbsp; 332<br><b>Endnotes&nbsp;&nbsp;&nbsp;&nbsp; 333<br>Acknowledgments&nbsp;&nbsp;&nbsp;&nbsp; 347<br>About the Authors&nbsp;&nbsp;&nbsp;&nbsp; 349<br>Services Available&nbsp;&nbsp;&nbsp;&nbsp; 371<br>Index&nbsp;&nbsp;&nbsp;&nbsp; 375</b><br><br> <p style="margin:0px;">&nbsp;</p>   

<ul>
    <li>SECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION </li>
    <li>Chapter 1 Is Your Organization High Performing? </li>
    <li>Chapter 2 The Power of Vision </li>
    <li>SECTION II: TREAT YOUR PEOPLE RIGHT </li>
    <li>Chapter 3 Empowerment Is the Key </li>
    <li>Chapter 4 SLII&reg;: The Integrating Concept </li>
    <li>Chapter 5 Self Leadership: The Power Behind Empowerment </li>
    <li>Chapter 6 One-on-One Leadership </li>
    <li>Chapter 7 Essential Skills for One-on-One Leadership </li>
    <li>Chapter 8 Building Trust </li>
    <li>Chapter 9 Coaching: A Key Competency for Leadership Development </li>
    <li>Chapter 10 Mentoring: The Key to Life Planning </li>
    <li>Chapter 11 Team Leadership </li>
    <li>Chapter 12 Collaboration: Fuel for High Performance </li>
    <li>Chapter 13 Organizational Leadership </li>
    <li>Chapter 14 Organizational Change: Why People Resist It </li>
    <li>Chapter 15 Leading People Through Change </li>
    <li>Chapter 16 Managing a Successful Cultural Transformation </li>
    <li>SECTION III: TREAT YOUR CUSTOMERS RIGHT </li>
    <li>Chapter 17 Serving Customers at a Higher Level </li>
    <li>SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP </li>
    <li>Chapter 18 Servant Leadership </li>
    <li>Chapter 19 Determining Your Leadership Point of View </li>
    <li>Index </li>
</ul>

Ken Blanchard

Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations

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leading-at-a-higher-level-blanchard-on-leadership-and-creating-high-performing-organizations

Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations, 3rd edition