000			04622cam a2200409 a 4500
001			u6293
003			SA-PMU
005			20210418125028.0
008			070212s2007 nyua 001 0 eng
010			_a 2008613366
040			_aUKM _cUKM _dBAKER _dGK8 _dBTCTA _dTXH _dYDXCP _dUMC _dDLC _dIG# _dEEK _dUKMGB _dBDX
020			_a9780071490672 (hbk.)
020			_a0071490671 (hbk.)
035			_a(OCoLC)84995129
042			_apcc
050	0	0	_aHF5549.5.M63 _bB716 2007
082	0	4	_a658.314 _222
082	0	0	_a658.4 _222
100	1		_aBraksick, Leslie Wilk.
245	1	0	_aUnlock behavior, unleash profits : _bdeveloping leadership behaviour that drives profitability in your organization / _cLeslie Wilk Braksick.
250			_a2nd ed.
260			_aNew York ; _aLondon : _bMcGraw-Hill, _cc2007.
300			_axxi, 240 p. : _bill. ; _c24 cm.
500			_aPrevious ed.: 2000.
505	2		_a1. Great execution depends on behavior. Why is this leadership book unique? -- The science of behavior, and the link to results -- So, why the title: "Unlock behavior, unleash profits"? -- How does "locking" happen? -- "Discretionary performance": tapping the power within us all -- Case example: how focusing on behavior made the difference -- Takeaways from this book -- Case examples throughout this book -- A word of encouragement -- 2. Pinpointing the right behaviors. Getting started with pinpointing -- Using "norms" to describe a pinpointed behavior -- Getting the pinpoint right -- Keep behavioral pinpointing strategically focused -- The bigger picture: align all pinpoints to maximize results -- Measuring behavior -- Takeaways on pinpointing -- 3. Managing behavior: know your ABCs. Understanding behavior starts with the ABC analysis -- The SellMation case -- Why is business culture so antecedent-heavy? -- How antecedents work -- The "rule" of consequences -- The best leaders are good managers of consequences -- Consequence analysis -- Takeaways on the ABC's -- 4. It's a matter of consequences. Increasing behavior or decreasing behavior? -- Leaders are defined by the consequences they choose -- Four ways to deliver consequences -- Aligning consequences -- Which consequences do you give people? -- Takeaways on consequences -- 5. Feedback and coaching: putting your "secret weapons" to work. Performance appraisals give feedback, but not enough -- How feedback and coaching link to the Impact model -- Three kinds of feedback -- How do you give positive feedback? -- Positive feedback delivery skills -- Constructive feedback is necessary for improvement -- Constructive feedback delivery skills -- Sharing feedback: the fine art of coaching -- Executive coaching -- Takeaways on feedback and coaching --
505	2		_a6. Shaping up the right stuff. The science of shaping -- The art of shaping -- A leader's role in shaping -- Takeaways on shaping -- An important milestone in your journey -- 7. Making change happen consistently: the Make-it model. Make-it model for organizational change -- Overview: the four "make-it" stages -- It's about outcomes -- Your organizational culture -- Behavioral success factors behind the "make-its" -- Stage 1: make it clear -- Stage 2: make it real -- Stage 3: make it happen -- Stage 4: make it last -- Unlock behavior, unleash (not-for-) profits -- Takeaways on the make-it model -- 8. Creating the impact culture: make it last. Changing yourself, changing culture: two sides of the same coin -- Comparing two cultures -- Your legacy: will it be a much better organization (compared to what you inherited)? -- Make it last: building the impact culture -- Where does "transfer and sustainability" fit? -- DCOM model: key implementation tool -- "Getting it" is the easy part -- 9. Leading through the challenges of today and tomorrow. Achieving sustained/predictable top-line growth -- Improving customer loyalty, retention, growth -- Boosting innovation across your organization -- Effectively and rapidly integrating cultures and organizations following mergers/acquisitions -- Excelling at executing your strategies -- Boosting employee engagement/retention -- Smoothing leadership transitions and accelerating the new leader and team to hit full stride -- Ensuring that strategic talent management truly results in well-developed leaders.
500			_aIncludes indexes.
650		0	_aEmployee motivation.
650		0	_aLeadership.
650		0	_aOrganizational behavior.
650		0	_aSupervision of employees.
650		0	_aOrganizational change.
650		0	_aOrganizational effectiveness.
942			_cBOOK
994			_aZ0 _bSUPMU
596			_a1 2
999			_c10987 _d10987