Peak Performance By Jon R Katzenbach Book Summary

Peak Performance By Jon R. Katzenbach Book Summary

5 Paths to Employee Peak Performance • Noble purpose • Rich history Mission, Values, and • Strong values Pride • Group cohesion • Widespread • Clear measures & standards Recognition and Celebration • Lots of special events Process and Metrics recognition/rewards • Visible high energy • Focused processes • Performance transparency • Collaborative and collective • Social interaction and fun effort Individual Achievement Entrepreneurial Spirit • Lots of opportunity • High earning opportunity • Individuals given freedom to act • Strong ownership results • Focus on individual performance • Personal risk • Performance-based advancement • Healthy competitiveness 2 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Mission, Value, Pride Example: U. S. Marine Corps The Marine Corps uses three approaches to tap into and channel their members’ energies to inspire and maintain peak performance : 3 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Process and Metrics Example: Avon succeeds in the cosmetic industry because its workforce is measured against precise standards that enables the company to meet the changing demands of the marketplace. Some practices Avon utilizes are : 4 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Entrepreneurial Spirit Example: Hambrecht & Quist (H&Q), a Silicon Valley leader in financing rapidly growing entrepreneurial companies, cultivates a high-performing workforce by : 5 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Individual Achievement Example: Home Depot achieves its phenomenal success by deeply committing itself to developing people. They accomplish this by : 6 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Recognition & Celebration Example : Marriott International • Satisfy every guest • Do what “Mr. Marriott, Sr. ” and “Bill” would do Mission, Values, and Pride Rewards loyalty and adherence to values and procedures • Create a family-like network environment • Take care of employees so that they can care for guests Puts “teeth” in the values Marriott Imparts meaning and purpose to work Recognition and Celebration • Individual praising • Rewards for loyalty • Collective recognition and celebration Process and Metrics Defines the terms of business success Ensures the essential worker fulfillment balance 7 • Guest Service Index score • Lots of “rules”, procedures and checklists • Hands-on management Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Employee Peak Performance: Management Practices The following techniques can help your organization achieve higher levels of performance by : 8 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Employee Peak Performance : Creating Strong Self-Images Creating employees with great-self images requires you to invest heavily in training, development and the creation of opportunity and to always : • Show respect for all individuals at all times • Place importance on every job in the company • Encourage mutual trust and confidence 9 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Employee Peak Performance : Three Compelling Springs of Energy The most compelling sources of emotional energy to motivate employees for companies can be grouped into three categories : • Magnetic leaders with impossible, largerthan-life dreams who capture the imagination • Dynamic marketplaces created by aggressive competitors and demanding customers • Remarkable legacies of accomplishment, complete with legends, heroes, and martyrs 10 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.

Employee Peak Performance : Disciplines High-performing workforces are self-disciplined in a number of areas. These include : • Punctuality : Employees arrive on time, meet deadlines, maintain schedules • Cost : Employees learn to provide the most with the least • Customer Service : Workers know it’s the customer who matters most • Recruiting and Training : The right people are hired and trained even if that means operating without some key positions filled from time to time • Common Language : Companies develop ways of communicating that bond workers 11 Source : Katzenbach, Jon. R. 2000. Peak Performance : Aligning the Hearts and Minds of Your Employee. Boston : Harvard Business School Press.