Making Common Sense Common Practice
Achieving High Performance Using What You Already Know
The business world today is full of buzzwords such as empowerment, teamwork, and continuous improvement. In a desperate attempt to get a jump on the competition, many business leaders are so busy searching for the "next big idea" that something important is being overlooked-common sense!
Making Common Sense Common Practice tells you how to get full use of the most powerful management tool around-your own common sense. Learn how to trust yourself when it comes to making leadership decisions and sound judgments. Learn how to take tension that sidetracks high performance and turn it into an energizing, creative force. Learn how to use what you already know!
Using five common sense techniques, you will discover how to lead your people to build a high-performance organization. Grounded on the common sense principle that manager-leaders are regulators of tension in the workplace, Making Common Sense Common Practice discusses pragmatic actions that raise and lower tension, keeping it in the constructive, energizing range. These actions are woven into a step-by-step program that result in optimal performance for your organization.
Table of Contents
Common Sense, Change, and Tension
What Kind of Leader Should You Be?
Calibrate Your Own Thermostat
Know Where You Are Going
Ensure People Have What It Takes
Develop and Enable the Right People
Help People Stay on Track
Trust, the Glue That Holds It All Together
The Road to High Performance
"An excellent handbook for busy executives searching for advice on how to relieve the tensions in highly stressed organizations."
-Archie W. Dunham, President and CEO, Conoco
"It could easily be called The Busy Executive's Must-Read Handbook. It's practical, concise and loaded with important lessons for all levels of executives."
-James E. Preston, Chairman and CEO, Avon Products, Inc.
"A step-by-step formula for building performance. Its common sense principles are both easy to understand and hard to disagree with."
-Richard L. Battram, Executive Vice Chairman, The May Company