Fully Charged: How Great Leaders Boost Their Organization's Energy and Ignite High PerformanceHarvard Business Press, 10 mar 2011 - 288 páginas As you're well aware, your individual energy ebbs and flows--leading to high and low productivity cycles. Fail to manage your energy correctly, and you risk falling into traps including inertia, complacency, and frenzied, unfocused activity that only erodes the quality of your life. The same holds true for your entire organization. In Fully Charged, Heike Bruch and Bernd Vogel provide tools and strategies to help you manage your company's collective energy. First, diagnose your company's "energy state" using the Organizational Energy Matrix. By assessing the intensity (high or low) and the quality (positive or negative) of the energy in your enterprise, you discover which of four energy states your company is experiencing. Second, move your company out of dangerous states characterized by complacency, cynicism, aggression, withdrawal, and other perils. By applying practices mastered by companies as diverse as Airbus, Novartis, SAP, and Tata Steel, you can shift your firm into a state of high, positive energy--in which everyone is emotionally engaged, mentally alert, and working swiftly and productively toward critical goals. Practical and backed by extensive research, Fully Charged reveals how to continually refresh your company's energy--so it's always ready to tackle the next period of high demand. |
Índice
1 | 61 |
Rebuilding Positive Energy | 105 |
Focusing Your Organizations Energy | 141 |
Sustaining Energy to Rise Above Number | 173 |
Energizing Leaders | 225 |
Otras ediciones - Ver todo
Fully Charged: How Great Leaders Boost Their Organization's Energy and ... Heike Bruch,Bernd Vogel Vista previa restringida - 2011 |
Términos y frases comunes
104 German companies acceleration trap achieve action activities behavior Bruch burnout challenge change processes chapter comfortable energy commitment communicate company’s Continental AG corrosion trap corrosive energy create crisis culture D-Check destructive develop division emotional energy profile engagement ensure ergy example executive board FC Bayern Munich feedback feel focus focused Gallen Harvard Business high levels Hilti ideas identify identity individual initiatives innovation internal Juergen Dormann leaders Lidl Lufthansa management system multiloading negative energy opportunity organization organization’s energy organizational energy Otto Group overacceleration overall overcome pany people’s percent performance Phoenix Contact ployees positive potential pride proactive problem productive energy resigned inertia shared slaying the dragon Sonova strong subsample success sustain energy Swiss Switzerland tasks Tata Motors Tata Steel threat time-outs tion top management team toxic handlers units University of St unleash values vision winning the princess workshop