Beyond The Call: Why Some of Your Team Go the Extra Mile and Others Don't Show
Marc Woods
Language: English
Pages: 126
ISBN: B00GSCUULS
Format: PDF / Kindle (mobi) / ePub
Business leaders know that some members of their teams go above and beyond while others get by doing the bare minimum. The question on everyone's lips is how to turn every member of your organization into a top performer. Beyond the Call uses case studies, the real-world stories of real managers, and groundbreaking research from NYU's Stern School of Business, to answer important questions about performance and offer real solutions for building high-performing organizations and teams. This book will show you how to coax every member of you team to do more, leaving behind mediocrity for excellence.
enterprise and want it to succeed really matters. That includes everyone who contributes to the network of value creation, whether they are customers, suppliers, innovation partners, employees, or shareholders. No organisation can prescribe every action these people should take on its behalf. Yet a large part of delivering on the organisation’s vision and objectives has to be down to its people. This is where discretionary effort is so important. If you have people who believe in your cause, and
executive explained, their organization ran an engagement survey for the top one hundred managers every quarter. All the way throughout this, there was one area that was much weaker. The area of weakness became apparent when they were asked: do you believe that everybody is treated with respect? They consistently scored below 50%. Why? Because the organization was telling its people it wanted them to be more autonomous, yet at the same time exerting tight controls over them. So, for example,
than he would be if you picked him out and said, “hey, you’re manager of the year, that’s for sure.” ’ There need to be some metrics around measuring an individual’s performance in the context of the team performance, or the broader performance of the organization. Whether that is as a productive member of the team with a view to future leadership, or as an existing leader of a team. Then it is question of seeking out those individuals that exemplify the desired attributes and behaviours, and
get involved with that store far more than their day-to-day role would typically legislate for. I have walked around this event, set in the enormous National Exhibition Centre in Birmingham and seen CEO, Justin King, embraced as one of the team by everyone there from the fishmongers to the deliverymen. Seldom, in my travels, do I witness this level of mutual respect between colleagues and sense that they are ‘all in it together’. My role during the day was twofold. Firstly I hosted the
services announced a major emergency and a firefighting effort began. At peak times this effort consisted of 25 fire engines, 20 support vehicles and 180 firefighters. Around 150 firefighters were called immediately to the incident, and began tackling the blaze. Initial assessment concluded that the incident would be the largest fire of its type in the world ever to be fought by a fire brigade, and foam supplies from sites all over the UK were called upon. Six high-volume pumps were used to