Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations
by Ken Blanchard
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“ Leading at a Higher Level translates decades of research and 25 years of global experience into simple, practical, and powerful strategies to equip leaders at every level to build organizations that produce bottom-line results. At Nissan, we have made these principles a core part of our leadership philosophy, better equipping our managers to bring out the great energies and talents of our employees.” Jim Irvine , Vice President of Human Resources, Nissan North America “At Southwest show more Airlines, we have always strived to lead at a higher level. We truly believe that profit is the applause you get for taking care of your internal and external customers. We have always insisted upon a happy, carefree, team-spirited—yes, even fun—working environment, which we think results in motivated employees who will do the right thing for their internal and external customers. Reading this book will make a positive difference in your organization.” Colleen C. Barrett , President, Southwest Airlines “If you want to have a great company, you don’t have a choice but to lead at a higher level. When you do that, you excite your people, they take care of your customers, and your cash register goes ca-ching.” Horst Schulze , President and CEO, The West Paces Hotel Group, LLC; Founding and former President & COO, The Ritz-Carlton Hotel Company, LLC “Leading at a higher level is a must today if leaders are to rebuild trust and credibility, as we are doing at Tyco. This book will teach you how.” Eric Pillmore , Senior Vice President of Corporate Governance, Tyco International The definitive “Blanchard on Leadership” 25 years of breakthrough leadership insights in one extraordinary book! From The One Minute Manager® to Raving Fans, Ken Blanchard’s books have helped millions of people unleash their power and the potential of everyone around them. The Ken Blanchard Companies has helped thousands of organizations become more people-oriented, customer-centered, and performance-driven. In Leading at a Higher Level, Blanchard and his colleagues have brought together all they've learned about world-class leadership. You'll discover how to create targets and visions based on the “triple bottom line”...and make sure people know who you are, where you’re going, and the values that will guide your journey. Blanchard extends his breakthrough work on delivering legendary customer service and creating “raving fans.” You’ll find the definitive discussion of the renowned Situational Lea... show lessTags
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Management expert Ken Blanchard has spent more than 25 years helping individuals and organizations become and stay great. Known as the co-author of The One- Minute Manager, for the first time he combines his collective wisdom to show managers and leaders zero in on the right target and vision.
Blanchard argues that in high performing organizations everyone’s energy is focused on three issues:
1. Being the provider of choice. To keep your customers, you must go beyond satisfying them, you have to turn them into raving fans.
2. Being the employer of choice. Workers seek opportunities where they feel their contributions are valued and rewarded.
3. Being the investment of choice. Money flows to organizations that provide viability, show more visibility and performance over time.
To achieve these goals, Blanchard argues, your organization must become a HPO – a high performing organization. The author employs the acronym SCORES to illustrate the six elements found in every HPO:
1. Shared Information and Communication.
2. Compelling Vision.
3. Ongoing Learning.
4. Relentless Focus on Customer Results.
5. Energizing Systems and Structures.
6. Shared Power and High Involvement.
In an HPO, Blanchard writes, every thing starts and ends with the customer. Each organization member is passionate about developing sophisticated knowledge of customers and sharing the information throughout the organization. This is accomplished three ways:
1. Decide. If you want raving fans, you do not announce it. You plan for it.
2. Discover. After you decide, it’s critical to ask your customers’ for suggestions to improve their experience with your organization.
3. Deliver + 1 per cent. Excite your people to deliver this experience, plus.
Enablement is the key to beating your competition day-after day. Allowing your people to pit their brains and allowing them to use their knowledge, experience and motivation is critical. To guide this transition to an enablement culture, leaders must use three keys:
1. Share Information.
2. Declare the Boundaries
3. Replace old Hierarchies with Self-Directed Individuals and Teams.
This requires a special leader: the servant leader. Leadership has two parts: vision and implementation. They need to find out what their people need to be successful and they make a difference in the lives of their people and in the process, their organization.
Penned by the Pointed Pundit
February 19, 2007
11:51:14 AM show less
Blanchard argues that in high performing organizations everyone’s energy is focused on three issues:
1. Being the provider of choice. To keep your customers, you must go beyond satisfying them, you have to turn them into raving fans.
2. Being the employer of choice. Workers seek opportunities where they feel their contributions are valued and rewarded.
3. Being the investment of choice. Money flows to organizations that provide viability, show more visibility and performance over time.
To achieve these goals, Blanchard argues, your organization must become a HPO – a high performing organization. The author employs the acronym SCORES to illustrate the six elements found in every HPO:
1. Shared Information and Communication.
2. Compelling Vision.
3. Ongoing Learning.
4. Relentless Focus on Customer Results.
5. Energizing Systems and Structures.
6. Shared Power and High Involvement.
In an HPO, Blanchard writes, every thing starts and ends with the customer. Each organization member is passionate about developing sophisticated knowledge of customers and sharing the information throughout the organization. This is accomplished three ways:
1. Decide. If you want raving fans, you do not announce it. You plan for it.
2. Discover. After you decide, it’s critical to ask your customers’ for suggestions to improve their experience with your organization.
3. Deliver + 1 per cent. Excite your people to deliver this experience, plus.
Enablement is the key to beating your competition day-after day. Allowing your people to pit their brains and allowing them to use their knowledge, experience and motivation is critical. To guide this transition to an enablement culture, leaders must use three keys:
1. Share Information.
2. Declare the Boundaries
3. Replace old Hierarchies with Self-Directed Individuals and Teams.
This requires a special leader: the servant leader. Leadership has two parts: vision and implementation. They need to find out what their people need to be successful and they make a difference in the lives of their people and in the process, their organization.
Penned by the Pointed Pundit
February 19, 2007
11:51:14 AM show less
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225+ Works 17,934 Members
Kenneth Hartely Blanchard was born May 6, 1939, in Orange, New Jersey. He married Marjorie McKee, a business consultant, in 1962. He founded Blanchard Training and Development in 1977. Blanchard has cowritten several books on management, including one of the best-selling management books of all time, The One-Minute Manager (1982) with Spencer show more Johnson. In the book, the authors describe effective and efficient management skills. The basics to good management are setting goals, praising, and reprimanding. Blanchard says that these skills can easily be translated to work in the home as well as the office. Blanchard lives in San Diego, California. (Bowker Author Biography) show less
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Common Knowledge
- Canonical title*
- La leadership per l'eccellenza
- Original publication date
- 2007 (1st Edition) (1st Edition)
- Original language
- English
- Disambiguation notice
- ISBN 0132347725 is for the first edition; not the revised and expanded edition.
2007 First Edition
*Some information comes from Common Knowledge in other languages. Click "Edit" for more information.
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