A Practical Approach to Performance Interventions and Analysis: 50 Models for Building a High-Performance Culture

Preface xiv Chapter 1 Creating a Living Endowment for Ensuring Performance 1 Organizational Performance 4 Performance Analysis 6 Gap/Cause Analysis 11 Intervention Strategy 15 Design an Evaluation Plan to Measure End Results and Your Return on Investment 20 Design, Develop, and Deploy the Intervention 24 Measure End Results and Calculate Return on Investment 25 Conduct a Performance Analysis 25 Summary 26 Chapter 2 Starting with the Desired End Results 29 Principles of the Work/Life Approach 31 Organizational Bill of Rights 32 Understanding and Clarifying What People Were Hired to Do 33 Understanding and Clarifying the Expected End Results of People's Work 34 Understanding and Clarifying How the Expected Results Are Measured 34 Understanding and Clarifying the Needed Knowledge, Experience, and Skills to Perform Well on the Job 35 Understanding and Clarifying the Resources Needed: Financial, Physical, and Time 37 Understanding and Clarifying to Provide and Receive Regular Feedback 37 Understanding and Clarifying What Is Required to Be Paid for Performance 41 The Celestial Approach to Managing 43 Communication and the Flow of Work 44 Additional Thoughts to Help You Realize Your Desired End Results 45 Batting Averages 46 Tell and Persuade 46 Focus on the Work 50 Summary 50 Chapter 3 Focusing on the Work 53 Organizational Mission 53 Vision 54 Acquiring Wealth 56 Stakeholders 56 Values 57 Growth 59 Social Responsibility 59 Longevity 60 Our People 60 Mission Statement 61 Focus on the Work 61 Summary 65 Chapter 4 Increasing the Flow of Useful Information 67 Sharing Ideas 67 Useful Information 69 Levels of Information 71 Shelf Life of Useful Information 72 Communicating Useful Information 73 Respectful Communication 75 Summary 76 Chapter 5 Getting Others to Own Their "Fraction of the Action" 77 Sapiential Authority 77 Understanding, Acceptance, and Support (UAS) 83 Understanding 83 Acceptance 86 Support 86 Arc of Distortion 88 Summary 90 Chapter 6 Valuing Behavior:

Dr. Gene E. Fusch is a faculty member at Walden University and Northcentral University in the doctoral program in business administration. A Certified Performance Technologist, he works with organizations to help them improve performance and realize their desired end results. His clients have included Alcoa-Intalco Works, ARCO, AT&T Cable Systems, Boeing, BP, Georgia Pacific, the Washington State Department of Transportation, US West, and Yahoo!. His career has spanned both education and business, from organizational leadership to advanced technologies and aerospace. Richard C. Gillespie is President of Work/Life Systems International and Chief Operations Officer for Salty's Waterfront Seafood Restaurants. A renowned organizational leadership and management consultant, he spent many years at IBM in roles ranging from quality engineer to corporate internal consultant. He participated in the original initiative that established IBM's corporate organizational development function.