Now, in this fully updated 3rd Edition of Leading at a Higher Level, Blanchard and his colleagues bring together all theyGÇÖve learned about world-class leadership, including brand new chapters on building a high-trust workplace, collaborating for high performance, driving success through mentoring, and leading at the organisational level. YouGÇÖll discover how to create targets and visions based on the GÇ£quadruple bottom lineGÇ¥ and make sure people know who you are, where youGÇÖre going, and the values that will guide your journey.

Introduction xxiiLeading at a Higher Level xxiiiWhy Did We Write This Book? xxivHow This Book Is Organized xxviSECTION I: SET YOUR SIGHTS ON THE RIGHT TARGET AND VISION 1Chapter 1 Is Your Organization High Performing? 3Don Carew, Fay Kandarian, Eunice Parisi-Carew, Jesse Stoner, and Ken BlanchardThe Right Target: The Quadruple Bottom Line 4A High Performing Organization Scores Every Time 9The HPO SCORES® Model 10Leadership Is the Engine 12The HPO SCORES® Quiz: How Does Your Organization Score? 13HPO SCORES® Quiz 13Chapter 2 The Power of Vision 17Jesse Stoner, Ken Blanchard, and Drea ZigarmiThe Importance of Vision 17Effective Versus Ineffective Vision Statements 18Creating a Vision That Really Works 19A Compelling Vision Creates a Culture of Greatness 24Vision Is the Place to Start 24Vision Can Exist Anywhere in an Organization 26Make Your Vision a Reality 27Vision and Leadership 29SECTION II: TREAT YOUR PEOPLE RIGHT 33Chapter 3 Empowerment Is the Key 35Alan Randolph and Ken BlanchardWhat Is Empowerment? 36The Power of Empowerment 37How History Blocks Change to Empowerment 37Tapping People’s Power and Potential: A Real-World Example 39Learning the Language of Empowerment 40The Three Keys to Empowerment 41Chapter 4 SLII®: The Integrating Concept 53The Founding AssociatesThe Three Skills of an SLII® Leader 54 Goal Setting: The First Skill 54 Diagnosis: The Second Skill 54 Matching: The Third Skill 55Enthusiastic Beginners Need a Directing Style 58Disillusioned Learners Need a Coaching Style 59Capable But Cautious Performers Need a Supporting Style 60Self-Reliant Achievers Need a Delegating Style 60Development Level Varies from Goal to Goal and Task to Task 61Meeting People Where They Are 62The Importance of Partnering with People 66Effective Leadership Is a Transformational Journey 67Chapter 5 Self Leadership: The Power Behind Empowerment 69Susan Fowler, Ken Blanchard, and Laurence HawkinsCreating an Empowered Workforce 70Creating Self Leaders Through Individual Learning 71The Three Skills of a Self Leader 72Chapter 6 One-on-One Leadership 81Fred Finch and Ken BlanchardEstablishing an Effective Performance Management System 81One-on-One Leadership and the Performance Management System 85Partnering as an Informal Performance Management System 100One-on-Ones: An Insurance Policy for Making One-on-One Leadership Work 101Chapter 7 Essential Skills for One-on-One Leadership 103Ken Blanchard and Fred FinchOne Minute Goal Setting 103Areas of Accountability 104Performance Standards 105One Minute Praisings 110One Minute Re-Directs 113The Fourth Secret of the One Minute Manager 116Chapter 8 Building Trust 119Ken Blanchard, Cynthia Olmstead, and Randy ConleyThe High Cost of Low Trust 119The Benefits of Trust 120The Four Elements of Trust 120Creating a High Trust Environment 121The Transparency Challenge 124Repairing Broken Trust 126The Ripple Effect 128Chapter 9 Coaching: A Key Competency for Leadership Development 131Madeleine Homan Blanchard and Linda MillerDefinition of Coaching 131Five Applications of Coaching 132 Application One: Performance Coaching 133 Application Two: Development Coaching 135 Application Three: Career Coaching 137 Application Four: Coaching to Support Learning 140 Application Five: Creating an Internal Coaching Culture 142Chapter 10 Mentoring: The Key to Life Planning 145Ken Blanchard and Claire Díaz-OrtizObstacles to Beginning a Mentoring Relationship 146Choosing a Mentoring Partner 147Essence Versus Form 147The MENTOR Model: Elements of a Successful Mentoring Partnership 148Creating a Mentoring Program in Your Organization 151Tailoring Mentoring to Career Stages 152Chapter 11 Team Leadership 155Don Carew, Eunice Parisi-Carew, Lael Good, and Ken BlanchardWhy Teams? 156Obstacles to High Performance 158An Effective Team Leadership Approach 159Providing Leadership Behaviors That Match the Team’s Needs 168Strategies for Higher Team Performance 173The Power of Teams 176Chapter 12 Collaboration: Fuel for High Performance 179Jane Ripley, Eunice Parisi-Carew, and Ken BlanchardCollaboration Is Not Coordination, Cooperation, or Teamwork 179Creating a Collaborative Framework 181Collaboration Versus Competition 183What It Takes to Be Collaborative 184Collaboration: Fuel for High Performance 189Chapter 13 Organizational Leadership 191Ken Blanchard, Jesse Stoner, Don Carew, Eunice Parisi-Carew, and Fay KandarianReal Life Examples of HPO SCORES® 191Determining the Appropriate Leadership Style for Your Organization 198Diagnosing Your Organization’s Development Level 198Results and Relationships: The Determinants of a High Performing Organization 198Matching Leadership Style to Your Organization’s Development Stage 201Applying the Appropriate Leadership Style at Each Development Level 203The Importance of Diagnosis and Matching 206A History-Making Organizational Turnaround 207Chapter 14 Organizational Change: Why People Resist It 209Pat Zigarmi, Judd Hoekstra, and Ken BlanchardThe Importance of Leading Change 209Why Is Organizational Change So Complicated? 210When Is Change Necessary? 211Why Change Gets Derailed or Fails 212Focus on Leading the Journey 214Surfacing and Addressing People’s Concerns 215Different People Are at Different Stages of Concern 223The Importance of Involving Those Who Are Being Asked to Change 223Chapter 15 Leading People Through Change 225Pat Zigarmi and Judd HoekstraFive Change Leadership Strategies 225The Importance of Reinforcing the Change 247Chapter 16 Managing a Successful Cultural Transformation 249Garry Demarest, Chris Edmonds, and Bob GlaserGung Ho!: A Starting Point 250Managing a Successful Cultural Transformation 255Critical Success Factors for Cultural Transformation 261SECTION III: TREAT YOUR CUSTOMERS RIGHT 263Chapter 17 Serving Customers at a Higher Level 265Ken Blanchard, Kathy Cuff, Vicki Halsey, and Jesse StonerGetting Legendary SCORES from Your Customers 265Creating Legendary Service 267Serving Customers at a Higher Level 272Permitting People to Soar 281Wallowing in a Duck Pond 282Giving Your People Wings 282SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP 285Chapter 18 Servant Leadership 287Ken Blanchard, Scott Blanchard, and Drea ZigarmiWhat Is Servant Leadership? 287Applying Servant Leadership 290Great Leaders Encourage People to Bring Their Brains to Work 293What Kind of Leadership Impacts Performance the Most? 294Being a Servant Leader Is a Question of the Heart 298Driven Versus Called Leaders 299The Plight of the Ego 300Ego Antidotes 302What Servant Leaders Do 304Servant Leadership: A Mandate or a Choice 307Chapter 19 Determining Your Leadership Point of View 313Margie Blanchard, Pat Zigarmi, and Ken BlanchardElements of a Leadership Point of View 314Developing Your Own Leadership Point of View 323Become a Higher Level Leader 332Endnotes 333Acknowledgments 347About the Authors 349Services Available 371Index 375