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Creating the High Performance Work Place: It's Not Complicated to Develop a Culture of Commitment
Most of us want to make a lasting and meaningful difference at work and in our personal lives. But we’re daunted by the size of the challenges, afraid of the cost or commitment and, quite frankly, unsure of where to start.
This book uncovers eight steps to unlocking high performance and the life you want to lead.
Immediately after reading this book, you will be compelled to abandon the baggage of traditional hierarchy and adopt a new approach that creates freedom, results and satisfaction. It requires little financial investment on your part, but it will mean you have to give-up customary leadership practices.
This book uncovers eight steps to unlocking high performance and the life you want to lead.
Immediately after reading this book, you will be compelled to abandon the baggage of traditional hierarchy and adopt a new approach that creates freedom, results and satisfaction. It requires little financial investment on your part, but it will mean you have to give-up customary leadership practices.
162 pages, Hardcover
Published June 7, 2018
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Displaying 1 - 2 of 2 reviews
July 30, 2026
This has a few flaws. Well, a lot, actually.
This is not a book about creating a High Performance Culture, rather, it's about, as the title indicates Creating The High Performance Work Place.
Well, if a 'High Performance Workplace' depends on the Culture, I guess this will have to suffice.
The snag is; it doesn't actually provide an insight into how to do that. Though in reality, moving any organisation towards being a High Performance Culture would take a minimum of a decade.
From-the-off, the book is missing a brief chapter titled something like Who This Book Is Aimed At? It's not clear at all. No-one is suggested as a delegate for any initiatives suggested, and there isn't any guidance about how to go about...well, anything. The book is based around the philosophy of the HPWP Group, founded by the author Sue Bingham, so I guess it was never going to reveal too much; otherwise, who will commission HPWP Group to help?
The reality is that in trying to go down the High Performance Culture is driven principally by two key individuals. That'll be a organisations CEO, or equivalent role-holder, and the HR Manager/Director. There are others who contribute substantially, like a COO (Chief Operating Officer) and pretty much the entire Board, but it's the CEO and Head of HR who are crucially necessary. And if either doesn't really have any enthusiasm for the subject, then your organisation ain't going anywhere (until they leave/get replaced).
So, what is in the book?
Well, Lead(ing) with Positive Assumption, Build(ing) Trust & Mutual Respect, Conduct(ing) Exceptional Training all useful, but pretty much an expectation from any organisation, regardless of its High Performance credentials or goals. Likewise, practising The Constructive Feedback Model. Okay. Except if I found a Manager/Line Manager who wasn't already doing that, then it would be a) additional guidance and training required for them b) if they still can't do it, then 'bye'.
One element might explain some of the subjects; this is very US-orientated, and the workplace, and particularly employment-law provisions in many US States mean that the minimum expectations that are achieved for employees in almost the entire rest of the planet (even in Iran and the Russian Federation) aren't achieved n the US.
There's no Index, and the Bibliography (called 'Works Cited') is a bit thin, at just five titles, two of which are from the same author. There's no mention of say, Amy C. Edmondson's The Fearless Organisation or Gary Cokins Performance Management or David Marquet's Turn The Ship Around! or even Kim Scott's Radical Candor. How can a book on High Performance evade mentioning even one of these?
This is not a book about creating a High Performance Culture, rather, it's about, as the title indicates Creating The High Performance Work Place.
Well, if a 'High Performance Workplace' depends on the Culture, I guess this will have to suffice.
The snag is; it doesn't actually provide an insight into how to do that. Though in reality, moving any organisation towards being a High Performance Culture would take a minimum of a decade.
From-the-off, the book is missing a brief chapter titled something like Who This Book Is Aimed At? It's not clear at all. No-one is suggested as a delegate for any initiatives suggested, and there isn't any guidance about how to go about...well, anything. The book is based around the philosophy of the HPWP Group, founded by the author Sue Bingham, so I guess it was never going to reveal too much; otherwise, who will commission HPWP Group to help?
The reality is that in trying to go down the High Performance Culture is driven principally by two key individuals. That'll be a organisations CEO, or equivalent role-holder, and the HR Manager/Director. There are others who contribute substantially, like a COO (Chief Operating Officer) and pretty much the entire Board, but it's the CEO and Head of HR who are crucially necessary. And if either doesn't really have any enthusiasm for the subject, then your organisation ain't going anywhere (until they leave/get replaced).
So, what is in the book?
Well, Lead(ing) with Positive Assumption, Build(ing) Trust & Mutual Respect, Conduct(ing) Exceptional Training all useful, but pretty much an expectation from any organisation, regardless of its High Performance credentials or goals. Likewise, practising The Constructive Feedback Model. Okay. Except if I found a Manager/Line Manager who wasn't already doing that, then it would be a) additional guidance and training required for them b) if they still can't do it, then 'bye'.
One element might explain some of the subjects; this is very US-orientated, and the workplace, and particularly employment-law provisions in many US States mean that the minimum expectations that are achieved for employees in almost the entire rest of the planet (even in Iran and the Russian Federation) aren't achieved n the US.
There's no Index, and the Bibliography (called 'Works Cited') is a bit thin, at just five titles, two of which are from the same author. There's no mention of say, Amy C. Edmondson's The Fearless Organisation or Gary Cokins Performance Management or David Marquet's Turn The Ship Around! or even Kim Scott's Radical Candor. How can a book on High Performance evade mentioning even one of these?
June 27, 2022
Fantastic short read about building a high expectations and high trust environment. Very relevant for my role as HR leader of orgs.
Displaying 1 - 2 of 2 reviews