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Summary
Summary
How do you improve performance?
It''s all about behaviour. The behaviours that accelerate, sustain or block better performance. Performance expert Robin Stuart-Kotze reveals the secrets of behavioural change that have helped successful people, teams and managers around the world to get ahead, and stay ahead.
"Now and again, we find a book that is really important. Performance , by Robin Stuart-Kotze, is really, really important. In fact, I will go as far as to say that if you do not read this book, you are probably in dereliction of your duty as a manager." - The Working Manager
"I have rarely read a book that had me nodding so enthusiastically on virtually every page... Read this remarkable book" - People Management, August 2006
"Fiddle around with spread-sheets if you must, but if you want to improve the performance of your business focus on the behaviour of your leaders. This book is a must-read" Norman Green, Chief Operating Officer, Herbert Smith
''I was so taken by the principles in this book that it will be essential reading for all our senior management in Europe ''
Denny Kalman, HR Director, Panasonic Europe.
"T his is an essential read for all our managers and HR professionals. It successfully links practical, observable insights into the need for behavioural change with easy to adopt tips on measurement when driving for high performance.
Margaret Savage, Director HR Strategy and Systems, BT Group plc.
''A must read for anyone seeking to create organisational change and to encourage high team and personal performance. Powerful insights and everyday language - a winning combination!'' Chris Dunn, Business Development Director, AdviserPlus
''Improving performance is essential for all companies and individuals. Reading this book will be the best investment you make this year''
George Campbell, President, Fall Line Systems, Canada
''This book hits the nail right on the head; its behaviour that drives performance and nothing else. It''s what you do that gets results.''
Nigel Melville, former Captain of England Rugby
"What appeals first and foremost about the book is its sheer readability. The content is compelling and one just enjoys turning the pages to see what comes next. How many management books achieve that?"
Chris Tomkinson. Former Director of Rothmans International
"To my mind, improving business performance starts at the top. Finally, a book that helps you direct and coach the behaviour of leaders."
Paul Fleming - MD - Britax Childcare Europe
We all do hundreds of different things at work each day, but which ones really make a difference? And if you''re managing other people, how do you improve their performance?
Behaviour is what drives performance. Personality is not the issue. Definitive scientific research shows that less than 10% of the variance in a person''s behaviour is explained by personality.
Behaviour is the actions you take and the decisions you make. You can control these things; you can decide what to do and when to do it. You can see these things, and you can measure them. And because you can decide what to do in any situation you can determine, control and most importantly, improve , your performance. In fact, performance is all about doing the right thing at the right time.
This incisive book shows you how to look critically at your current behaviour, recognise what you need to do differently and how to consciously improve your behaviour to meet the changing requirements of your job with top-level performance:
Recognise the actions that accelerate performance - and do more of them. Learn to identify performance blocking behaviour - and stop it. Accept that the people who best know how to enhance performance are those doing the job - and ask them, don''t tell them about improvements.
These are the secrets of successful behaviour, and this is Behaviour Kinetics. The difference starts here.
Author Notes
Professor Robin Stuart-Kotze, is currently Chairman of Behavioural Science Systems Limited, Oxford, but has more than one string to his bow. He has had a varied consulting career with companies such as Westinghouse, Northern Telecom, J&J, Price Waterhouse, BP, P&O, Oracle, Ford and a host of other global firms. He has worked in financial services, as a senior vice-president of Central Capital Corporation and president of the pension funds managers BGH Central Atlantic. He has also worked as Director of Development of the Regina-Hill Group and Director of the Centre for Management Development at the Memorial University of Newfoundland.
Robin has an undergraduate degree in economics, an MBA, and a PhD in organisational pyschology. He was awarded a Chair in Organisational Behaviour in 1980 and has held Professorships or Visiting Professorships at a number of universities in Canada (Acadia, Concordia, Memorial, and Saint Mary's) and the UK (Warwick, Aston and Oxford).
He is the author or co-author of a number of books including Principles of Management, now in its 7th edition; Fundamentals of Management, now in its 3rd edition, Money Management, Effective Situational Diagnosis, Managerial Achievement and Introduction to Organisational Behaviour.
Table of Contents
| Preface |
| Part One The science of successful behaviour |
| Chapter 1 Performance: It's about behaviour |
| Chapter 2 Changing behaviour |
| Chapter 3 Be a leader, not a celebrity |
| Chapter 4 What is performance-driven leadership? |
| Chapter 5 What is performance-blocking behaviour? |
| Chapter 6 What does performance-blocking behaviour look like? |
| Chapter 7 What makes people whistle on the way to work? |
| Chapter 8 How do you create winning teams? |
| Chapter 9 How does structure affect performance improvement? Reloading the matrix |
| Chapter 10 Making values come alive |
| Chapter 11 The process of continuous performance improvement for an individual |
| Chapter 12 Continuous performance improvement on a wider scale |
| Part Two Behaviour Kinetics approaches to performance improvement |
| Chapter 13 It ain't what you do, it's the way that you do it |
| Chapter 14 Sales behaviour and customer expectation |
| Chapter 15 From recruitment profiling to talent management |
| Chapter 16 The relationship between behaviour and managerial achievement |
| References |
| Index |
| Title: Performance |
| Author: Robin Stuart-Kotze |
| Format: 216 x 138Price: ú14.99 |
| How do you improve performance? |
| Performance expert Robin Stuart-Kotze reveals that it's all about behaviour and lets us into the secrets of behavioural change that have helped successful people, teams and managers around the world to get ahead, and stay ahead."Fiddle around with spread-sheets if you must, but if you want to improve the performance of your business focus on the behaviour of your leaders |
| This book is a must-read" |
| Norman Green, Chief Operating Officer, Herbert Smith"I was so taken by the principles in this book that it will be essential reading for all our senior management in Europe" |
| Denny Kalman, HR Director, Panasonic Europe."This is an essential read for all our managers and HR professionals |
| It successfully links practical, observable insights into the need for behavioural change with easy to adopt tips on measurement when driving for high performance" |
| Margaret Savage, Director HR Strategy and Systems, BT Group plc."A must read for anyone seeking to create organisational change and to encourage high team and personal performance |
| Powerful insights and everyday language - a winning combination!" Chris Dunn, Business Development Director, AdviserPlus"Improving performance is essential for all companies and individuals |
| Reading this book will be the best investment you make this year" |
| George Campbell, President, Fall Line Systems, Canada"This book hits the nail right on the head; its behaviour that drives performance and nothing else |
| It's what you do that gets results" |
| Nigel Melville, former England Rugby Union CaptainWe all do hundreds of different things at work each day, but which ones really make a difference? And if you're managing other people, how do you improve their performance? |
| Behaviour is what drives performance |
| Personality is not the issue |
| Definitive scientific research shows that less than 10% of the variance in a person's behaviour is explained by personality.Behaviour is the actions you take and the decisions you make |
| You can control these things; you can decide what to do and when to do it |
| You can see these things, and you can measure them |
| And because you can decide what to do in any situation you can determine, control and most importantly, improve, your performance |
| In fact, performance is all about doing the right thing at the right time.This incisive book shows you how to look critically at your current be |
