Beyond The Call E-Book

Marc Woods

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 266

Veröffentlichungsjahr: 2012

Beschreibung

Why some team members go the extra mile while others don't--and how to get more out of everyone Business leaders know that some members of their teams go above and beyond while others get by doing the bare minimum. The question on everyone's lips is how to turn every member of your organization into a top performer. Beyond the Call uses case studies, the real-world stories of real managers, and groundbreaking research from NYU's Stern School of Business, to answer important questions about performance and offer real solutions for building high-performing organizations and teams. This book will show you how to coax every member of you team to do more, leaving behind mediocrity for excellence. 'Beyond the Call addresses a topic that goes to the very heart of what makes organisations successful in the 21st Century...this book provides a useful framework to help managers understand more about the discretionary effort. Beyond the Call outlined discretionary effort principles that all managers should benefit from adopting' Jonathan Emms, Head of Primary Care, Country Lead, Pfizer UK

Leseprobe

Table of Contents

COVER

TITLE PAGE

COPYRIGHT PAGE

FOREWORD

1. DISCRETIONARY EFFORT AND THE CASE OF THE MYSTERIOUS MR UNDERHILL

Roman taxis

Leveraging your human capital

Action beyond engagement

People power

Engagement, discretionary effort and coercion

A different perspective on performance

2. A MANIFESTO FOR DISCRETIONARY EFFORT

A solid foundation

Towards a model of discretionary effort

Testing the model

The drivers

Discretionary effort drives improved performance

Closing the gap – a manifesto for discretionary effort

3. FREE TO DECIDE

Choosing your boss

Freedom from the micro managers

Creating a culture for autonomy and empowerment

Freedom within frameworks

Hiring, values and behaviours

The value of values

The power of empowerment

Free to decide – Action Points

4. GETTING TO KNOW YOU

Treat people differently

How do I get to know my people?

Different strokes, for different folks

Room to be yourself

Targeted rewards

Walk the floors

Different types of conversation

Listening

Communication challenge

How much does your boss care?

Getting to know you – Action Points

5. PUTTING OTHERS FIRST

Creating a culture of service

Selecting employees with the right characteristics

New hires

Career reassurance

Personal leadership behaviours

Putting others first – Action Points

6. FAIR’S FAIR

Perceptions of organizational fairness as a whole

Procedural justice

Tackling inequity

Managing expectations

Performance plan

The internal promotion process

Reward and recognition

Playing fair

Fair’s Fair – Action Points

7. TEAM TALK

Teams and discretionary effort

Team means different things to different people

Alignment

On your team

Knowledge share

Formal team building events

Team responsibilities

Shared tasks

Enter the matrix

At a distance

The difference teams make

Team Talk – Action Points

8. THE IMPORTANCE OF TRUST

Trust and discretionary effort

Why should I trust you?

ILM’s six dimensions of trust

Trust is a state of mind

The importance of trust – Action Points

9. NEXT STEPS

The business case for discretionary effort

Discretionary effort in your organization

The survey

ACKNOWLEDGEMENTS

READING LIST

ABOUT THE AUTHORS

INDEX

Cover design by Parent Design Ltd (www.parentdesign.co.uk)

© 2013 Marc Woods and Steve Coomber

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Library of Congress Cataloging-in-Publication Data

(to follow)

A catalogue record for this book is available from the British Library.

ISBN 978-1-119-96258-8 (paperback) ISBN 978-1-119-96939-6 (ebk)

ISBN 978-1-119-96940-2 (ebk) ISBN 978-1-119-96941-9 (ebk)

Indexed by Terry Halliday

FOREWORD

Why do we feel better working for some bosses, in some teams, and in some organizations, than in others? Why do we feel like giving that little bit more – going the extra mile – without counting the cost?

This great book by Marc Woods and Steve Coomber provides some powerful insights into how to create an environment that enables people to be the best they can be everyday, and go beyond the basic.

I’ve been privileged to work for a great company all of my career and, because I am in Human Resources, I have spent a lot of time thinking about how to create an environment and a culture that inspires people to be the best they can be … …. every day. Beyond the Call captures so much of what it takes to create that environment – the importance of trust, and the role of being a leader who serves. Treating people the way they want to be treated – not just as you want to be treated – so understanding their needs and motivations. Matching the work they do to their strengths and giving meaning to why they do that work.

If people “want to”, rather than “have to” or “need to” – magic happens. Giving people the freedom to make decisions, allows them to feel pride in, and ownership of, what they do – so of course they will go beyond the call – wouldn’t you?

Jane Reay JonesHR Manager, Procter & Gamble

Beyond the Call addresses a topic that goes to the very heart of what makes organisations successful in the 21st Century. Of course products, services, innovation, structures, operations, processes, logistics – these are all vital. But at the heart of any organisation are its people, and how much they care about the enterprise and want it to succeed really matters. That includes everyone who contributes to the network of value creation, whether they are customers, suppliers, innovation partners, employees, or shareholders.

No organisation can prescribe every action these people should take on its behalf. Yet a large part of delivering on the organisation’s vision and objectives has to be down to its people. This is where discretionary effort is so important. If you have people who believe in your cause, and who will go above and beyond the call of duty, whether that it is to do with the quality of their work, the hours they do, their determination to solve problems and overcome challenges, to cope with adversity, to make customers happy, then your business is on course to exceed expectations.

This book provides a useful framework to help managers understand more about discretionary effort. It explores some of the main drivers of discretionary effort, through the eyes of practising executives, and suggests ways to create the conditions that encourage discretionary effort. And, while every organisation is different, Beyond the Call outlines discretionary effort principles that all managers should benefit from adopting.

Jonathan EmmsHead of Primary Care, Country Lead, Pfizer UK

1.

DISCRETIONARY EFFORT AND THE CASE OF THE MYSTERIOUS MR UNDERHILL

‘The difference between what we do and what we are capable of doing would suffice to solve most of the world’s problem.’

Mahatma Gandhi

Like many people, I opened a bank account when I was a teenager. I still bank with the same business decades later. Relatively few people switch bank accounts. It is called customer inertia. Or status quo bias, if you are a behavioural economist. Apparently, the statistics say that divorce is more likely than changing your bank. Yet on one occasion my dealings with the bank became so difficult over such an apparently small matter, that I very nearly did this most unlikely of things.

I considered myself a good customer, and I was well served with bank accounts. I already had a current, a business and a savings account. Now, with my work regularly taking me abroad, I decided to open a foreign currency bank account as well. As a long-standing customer the initial process was straightforward and I was quickly allocated an account number. However, when my new cheque book arrived at home, I noticed one surprising feature: it had the name Mr Underhill printed on it. Not Mr Woods. I was mystified.