Introduction                                       xv
          Ken Blanchard
  SECTION I SET YOUR SIGHTS ON THE RIGHT TARGET    1  (30)
  AND VISION
    Chapter 1 Is Your Organisation High            3  (14)
    Performing?
          Don Carew
          Fay Kandarian
          Eunice Parisi-Carew
          Jesse Stoner
          Ken Blanchard
      The Right Target: The Triple Bottom Line
      A High-Performing Organisation Scores
      Every Time
      The HPO Scores Model
      The HPO Scores Quiz
    Chapter 2 The Power of Vision                  17 (14)
          Jesse Stoner
          Ken Blanchard
          Drea Zigarmi
      The Importance of Vision
      Effective Versus Ineffective Vision
      Statements
      Creating a Vision That Really Works
      A Compelling Vision Creates a Culture of
      Greatness
      Vision Is the Place to Start
      Vision Can Exist Anywhere in an
      Organisation
      Make Your Vision a Reality
      Vision and Leadership
  SECTION II Treat Your Customers Right            31 (24)
    Chapter 3 Serving Customers at a Higher        33 (22)
    Level
          Ken Blanchard
          Kathy Cuff
          Vicki Halsey
          Jesse Stoner
      Getting Legendary Scores from Your
      Customers
      Creating Legendary Service
      Serving Customers at a Higher Level
      Permitting People to Soar
      Wallowing in a Duck Pond
      Giving Your People Wings
      Creating Legendary Service Requires Gung
      Ho People
  SECTION III Treat Your People Right              55 (204)
    Chapter 4 Empowerment Is the Key               57 (18)
          Alan Randolph
          Ken Blanchard
      What Is Empowerment?
      The Power of Empowerment
      How Past History Blocks Change to
      Empowerment
      Tapping People's Power and Potential: A
      Real-World Example
      Learning the Language of Empowerment
      The Three Keys to Empowerment
    Chapter 5 Situational Leadership® II:      75 (16)
    The Integrating Concept
          The Founding Associates
      Matching Leadership Style to Development
      Level
      Development Level Varies from Goal to
      Goal and Task to Task
      The Importance of Meeting People Where
      They Are
      The Three Skills of a Situational Leader
      Effective Leadership Is a
      Transformational Journey
    Chapter 6 Self-Leadership: The Power Behind    91 (14)
    Empowerment
          Susan Fowler
          Ken Blanchard
          Laurence Hawkins
      Creating an Empowered Workforce
      Creating Self-Leaders Through Individual
      Learning
      The Three Skills of a Self-Leader
    Chapter 7 Partnering for Performance           105(24)
          Fred Finch
          Ken Blanchard
      Establishing an Effective Performance
      Management System
      Partnering and the Performance Management
      System
      Partnering as an Informal Performance
      Management System
    Chapter 8 Essential Skills for Partnering      129(20)
    for Performance: The One Minute Manager®
          Ken Blanchard
          Fred Finch
      One Minute Goal Setting
      One Minute Praisings
      Reprimanding Versus Redirection
      The Fourth Secret of the One Minute
      Manager
    Chapter 9 Coaching: A Key Competency for       149(16)
    Leadership Development
          Linda Miller
          Madeleine Homan Blanchard
      Definition of Coaching
      Five Applications of Coaching
    Chapter 10 Situational Team Leadership         165(26)
          Don Carew
          Eunice Parisi-Carew
          Lael Good
          Ken Blanchard
      Why Teams?
      Why Teams Fail
      Five Steps to High-Performing Teams
      The Miracle of Teamwork
    Chapter 11 Organisational Leadership           191(24)
          Pat Zigarmi
          Judd Hoekstra
          Ken Blanchard
          Drea Zigarmi
      The Importance of Managing Change
      Why Is Organisational Change So
      Complicated?
      When Is Change Necessary?
      Change Gets Derailed or Fails for
      Predictable Reasons
      Focus on Managing the Journey
      Surfacing and Addressing People's Concerns
      Organisational Leadership Behaviours
      Situational Leadership® II and
      Leading People Through Change
      Involvement and Influence in Planning the
      Change
    Chapter 12 Strategies for Leading a Change     215(26)
          Pat Zigarmi
          Judd Hoekstra
      Nine Change Leadership Strategies
    Chapter 13 Managing a Successful Culture       241(18)
    Transformation
          Garry Demarest
          Chris Edmonds
          Bob Glaser
      Gung Ho!: A Starting Point
      From Gung Ho! to a Proven Cultural
      Transformation
      Managing a Successful Cultural
      Transformation
      Critical Success Factors for Cultural
      Transformation
  SECTION IV Have the Right Kind of Leadership     259(50)
    Chapter 14 Servant Leadership                  261(28)
          Ken Blanchard
          Scott Blanchard
          Drea Zigarmi
      What Is Servant Leadership?
      Applying Servant Leadership
      Great Leaders Encourage Their People to
      Bring Their Brains to Work
      What Impacts Performance the Most?
      Being a Servant Leader Is a Question of
      the Heart
      Driven Versus Called Leaders
      The Plight of the Ego
      What Servant Leaders Do
      Servant Leadership: A Mandate or a Choice
    Chapter 15 Determining Your Leadership         289(20)
    Point of View
          Ken Blanchard
          Margie Blanchard
          Pat Zigarmi
      Elements of a Leadership Point of View
      Developing Your Own Leadership Point of
      View
Endnotes                                           309(14)
Acknowledgements                                   323(4)
About the Authors                                  327(20)
Services Available                                 347(4)
Index                                              351