High Performance and the Human Touch
The pragmatic Concept of Leadership for healthy Top PerformanceBy Frank Breckwoldt
Length4h 38m
About this audiobook
There are still companies that believe that they can achieve the best results through high performance in business alone, instead of applying the human factor. These companies operate under stress and anxiety. In the end, the best employees leave the company first. But the human factor without high performance does not work either. Despite the importance of a good atmosphere in a company, it is not a sufficient guarantee for lasting quality performances. In the long run, a company at the highest performance level will only work when high performance AND the human factor characterize the leadership in equal shares. In the end, companies never profit at the expense of their employees, nor do the employees profit at the expense of the company.
Audiobook details
GenreBusiness and Economics
Length4 hrs 38 mins
Narrated byListen with 1,000+ voices
FormateBook with Audio
Publish dateJul 7, 2014
LanguageEnglish
Table of contents
1Titel
2Preliminary
31 GROUNDWORK
4Definition of the league
5Who goes before what
Show all chaptersShow less
6The leadership rank
7The concept HIGH PERFORMANCE AND THE HUMAN TOUCH
8Definition “HIGH PERFORMANCE”
9Definition “THE HUMAN TOUCH”
10The scales’ principle
11Requisite for staff high performance
12Requisites for first class leadership
13Basic principles for first class leadership
14II THE 35 POINTS OF FIRST CLASS LEADERSHIP
15Inner Leadership
161. Recognise who you are
172. Believe in yourself
183. Face up to difficult matters
194. Develop passion for the matter
205. Deal with things in spite of uncertainty
216. Be aware of your emotional state
227. Get assistance if needs be
238. Appreciate the seed as well as the harvest
249. Consider and heed small successes
25Implementary Leadership
2610. Proceed to action
2711. Act according to a plan
2812. Build up a team together
2913. Keep going new ways
3014. Develop personal courage
3115. Lead plainly and simply
3216. Go step by step
3317. Show yourself as a manager
3418. Ensure commitment of agreements
3519. Develop your staff
3620. Let go
3721. Lead individually and with variation
38Outer Leadership
3922. Convey overall objectives
4023. Keep an open ear to staff’s wishes and ideas
4124. Be predictable for your staff
4225. Believe in your staff
4326. React to mistakes in a performance-promoting manner
4427. Give your staff self esteem
4528. Convey responsibility and authority to your staff
4629. Give your staff your time
4730. Set a good example
4831. Commit and push your staff
4932. Wait on your staff
5033. Vouch for your staff
Series
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