Foreword |
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xi | |
Acknowledgments |
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xiii | |
Introduction |
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xv | |
How Did I Learn about Organizational Constitutions? |
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xvii | |
How Is the Book Structured? |
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xix | |
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Chapter 1 What Is an Organizational Constitution and Why Do You Need One? |
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1 | (38) |
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What Is the Condition of Your Team or Company's Culture, Right Now? |
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3 | (5) |
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The Concept of Perfection |
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8 | (2) |
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How Civil Is Your Workplace? |
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10 | (2) |
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Who Is in Charge of Culture? |
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12 | (2) |
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Create a Pocket of Excellence |
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14 | (2) |
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An Organizational Constitution Is a "Disruptive Technology" in Your Workplace |
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16 | (4) |
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The Performance-Values Matrix |
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20 | (3) |
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The Costs of Measuring Only Performance |
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23 | (7) |
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How Does an Organizational Constitution Help Your Company, Department, or Team? |
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30 | (2) |
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32 | (2) |
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34 | (5) |
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Chapter 2 It Starts with You |
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39 | (32) |
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Clarify Your Personal Purpose |
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43 | (3) |
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Clarify Your Personal Values and Aligned Behaviors |
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46 | (2) |
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48 | (3) |
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Add Observable, Tangible, Measurable Behaviors to Each Value |
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51 | (3) |
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Your Values, Definitions, and Behaviors |
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54 | (2) |
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Formalize Your Leadership Philosophy |
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56 | (4) |
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Key Elements (Present Day) |
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60 | (1) |
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Desirable Outcomes (Future State) |
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61 | (2) |
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Live Well to Serve and Lead Well |
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63 | (4) |
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Servant Leadership Is the Foundation |
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67 | (4) |
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Chapter 3 Clarify Your Organization's Purpose |
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71 | (18) |
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What Is an Effective Purpose Statement? |
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74 | (4) |
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Communicating Your Company's Reason for Being |
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78 | (1) |
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What Is Your Team or Company's Actual Purpose? |
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79 | (2) |
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Humans Are Drawn to and Inspired by Great Purpose |
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81 | (1) |
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Crafting a Compelling, Inspiring Purpose Statement |
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82 | (7) |
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Chapter 4 Define Values in Behavioral Terms |
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89 | (24) |
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Why Do You Need Values Defined in Behavioral Terms? |
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91 | (2) |
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Your Beliefs May Not Be Aligned |
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93 | (1) |
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Build Your Values Foundation on Behaviors |
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94 | (3) |
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Step-by-Step Guidelines for Creating Valued Behaviors |
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97 | (5) |
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102 | (3) |
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Include Observable, Tangible, and Measurable Behaviors for Each Value |
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105 | (3) |
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Your Values, Definitions, and Behaviors |
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108 | (5) |
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Chapter 5 Outline Strategies and Goals for the Coming Fiscal Year |
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113 | (20) |
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Five-Point Strategic Planning Wheel |
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120 | (3) |
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Who Is in Charge of Communicating Your Business Strategies and Goals? |
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123 | (2) |
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125 | (2) |
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Build a Draft of Your Team or Company's Strategic Plan and Goals |
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127 | (6) |
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Chapter 6 Your Organizational Constitution Must Be LIVED |
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133 | (30) |
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Engage All Leaders in Your Organizational Constitution's Implementation |
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135 | (6) |
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141 | (6) |
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147 | (3) |
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150 | (1) |
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Contribution Management instead of Performance Management |
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151 | (3) |
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The Values-Aligned Tribe Culture at WD-40 Company |
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154 | (9) |
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Chapter 7 Gathering Formal Feedback on Valued Behaviors |
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163 | (26) |
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Is it Responsibility or Accountability? |
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171 | (3) |
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Crafting Your Custom Values Survey |
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174 | (8) |
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Leaders Must Be Rated on Their Values Alignment First |
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182 | (7) |
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Chapter 8 Dealing with Resistance |
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189 | (14) |
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What Does Resistance Look Like? |
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196 | (2) |
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How Must a Leader Address Resistance? |
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198 | (5) |
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Chapter 9 Hiring for Values Alignment |
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203 | (16) |
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205 | (2) |
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Before the Hire---Recruiting, Interviewing, and Assessing |
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207 | (4) |
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After the Hire---Orientation and Integration |
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211 | (5) |
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What if the New Hire Just Doesn't Fit? |
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216 | (3) |
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Chapter 10 Don't Leave Your Organizational Culture to Chance |
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219 | (10) |
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Long-Term Alignment versus Short-Term Results |
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222 | (1) |
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Scoring Your Culture Effectiveness Assessment |
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222 | (3) |
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Implementing an Organizational Constitution Is an Ongoing Project |
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225 | (2) |
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227 | (2) |
Notes |
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229 | (6) |
About the Author |
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235 | (2) |
Index |
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237 | |