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Leading Your Business Forward: Aligning Goals, People, and Systems for Sustainable Success

Leading Your Business Forward: Aligning Goals, People, and Systems for Sustainable Success

1st Edition
By John Pyecha and Shane Yount and Seth Davies and Anna Versteeg
ISBN10: 0071817131
ISBN13: 9780071817134
Copyright: 2013

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ISBN10: 0071817131 | ISBN13: 9780071817134



The estimated amount of time this product will be on the market is based on a number of factors, including faculty input to instructional design and the prior revision cycle and updates to academic research-which typically results in a revision cycle ranging from every two to four years for this product. Pricing subject to change at any time.

Program Details


Acknowledgments ix
Introduction xi

Section 1: Acquiring 1
Chapter 1: What’s the Status of Your Goals? 3
No Secrets 7
Assessment: “Acquiring” your fix on business-focused goals10
Chapter 2: How Engaged Are Your People? 13
A Broken Engagement 15
What Does Engagement Look Like? 16
Assessment: “Acquiring” the engagement status of your team members 18
Chapter 3: Do You Have Leadership Systems in Place? 21
Managing by the 3 Ps 22
Process Based Leadership Systems 27
Assessment: Do you have leadership systems in place? 34

Section 2: Settings 37
Chapter 4: People Setting No. 1—Interpersonal Relations 39
Cultural Diversity 41
Generational Diversity 45
Communication Styles: D.A.R.E. to Understand 53
Listening Processes—Really Listening 61
Assessment: How well do you listen? 63
Chapter 5: People Setting No. 2—Behavioral Expectations 65
Nonnegotiable Expectations 68
Negotiable Expectations 69
Chapter 6: People Setting No. 3—Feedback 73
Chapter 7: People Setting No. 4—Leadership Traits 77
Humility 80
Passion 82
Stewardship 84
Vision 86
Integrity 87
Assessment:Do you have the traits of an effective leader? 88

Section 3: Where To? 93
Chapter 8: Goals and the Business Scorecard 95
Key Business Focus Areas 98
SMART Goals/Objectives 105
Chapter 9: People, the Scorecard, and Engagement 113
Action Register 114
Personal Action Register 117
Chapter 10: Continuing Your “Trip” through Productive Meetings 125
Standard Meeting Agenda 130

Section 4: Recalculating 135
Chapter 11: When the Scorecard Turns Red (or Too 137 Green)
Chapter 12: Improving Performance and Engagement 143
Scorecard Revision 144
Best Practices 147
Accountability Analysis 148

Section 5: Arriving! 153
Chapter 13: Celebrate! 155
Chapter 14: Sustaining Success 163
Acquiring 164
Settings 165
Where To? 165
Recalculating 165
Arriving! 166

Appendix I: Cultural Differences 167
Appendix II: Process-Based Leadership Business Scorecards 171
Appendix III: Case Studies 187

Case Study 1: Cultural Change at Army Industrial Base Maintenance Repair and Overhaul Facility (AIBMROF) 188
Case Study 2: Measurable Results at Large Scale Military Equipment OEM 190
Case Study 3: Oil and Gas Processor (OGP) Achieves Lasting Returns 194
Case Study 4: International Ink Manufacturer (IIM) Gets Great Return 197
Case Study 5: Private Jet Manufacturer (PJM) Reaches New Heights 199
Case Study 6: World Class Evaporator Manufacturer Delivers Results 202
Case Study 7: Army Tactical Assault Vehicle Overhaul Repair Facility Improves Operations 204
Appendix IV: 25 Leadership GPS “Tuesday Tips” 207

Bibliography 227
Index 229