Results That Last

QUINT STUDER not only teaches it, he has done it. After leading organizations to breakthrough results, Quint formed the Studer Group, an outcomes firm that implements evidence-based leadership systems that help clients attain and sustain outstanding results. He was named one of the "Top 100 Most Powerful People in Healthcare" by Modern Healthcare magazine for his work on institutional healthcare improvement. Studer was named "Master of Business" by Inc. magazine. For more information, visit www.studergroup.com and www.quintsbooks.com.

• Introduction Evidence-based Leadership xiKey TacticsChapter 1 Up or Out Deal with Low Performers and Move Your Organization to the Next Level 3Defining High, Middle, and Low PerformersDealing with High, Middle, and Low PerformersChapter 2 Round for Outcomes 25Five Critical Elements Employees Wantfrom ManagersNine Steps for Starting RoundingChapter 3 Manage Up to Improve Performance 35We/They PhenomenonArt of Managing UpHandling HandoffsCreate a Cultural Shift (Feedback Systems)The CoreChapter 4 Build the Foundation (Passion and Purpose) 55FlywheelFive PillarsConnect the DotsChapter 5 Reduce Leadership Variance 75Why Leaders Don’t Standardize BehaviorsWhy Organizations Don’t Achieve Lasting ResultsFive Ways to Reduce Leadership VarianceChapter 6 Measurement 101 89What Gets Measured Gets ImprovedFocus on Moving 4s to 5sTransparency—Helping People Understandthe MetricsDemonstrating Return on InvestmentChapter 7 Align Behaviors with Goals and Values 105Holding Leaders AccountableLeader Evaluation ToolHow to Roll Out the Leader Evaluation ToolChapter 8 Create and Develop Leaders 123Principles for Developing LeadersPhases of ChangeLeadership Development InstitutesEmployee TacticsChapter 9 Satisfied Employees Mean a Healthy Bottom Line 143Three Building Blocks of Employee SatisfactionChapter 10 Know Your Employees’ What 161Pursuing the WhatsChapter 11 Improve Employee Selection and Retention 171Peer InterviewingThirty- and Ninety-Day New-Employee MeetingsChapter 12 Build Individual Accountability 187Renters versus OwnersStrategies to Transform Renters into OwnersChapter 13 Harvest Intellectual Capital 199Hardwiring HarvestingChapter 14 Recognize and Reward Success 211Small Prizes Have a Big ImpactReward and Recognition Change as You MaturePower of Reward and RecognitionHardwiring Thank-You NotesHow to Implement Reward and RecognitionChapter 15 Find and Recognize Difference Makers 225Power of Hero RecognitionHow to Find HeroesCustomer TacticsChapter 16 Build a Culture around Service 235Standards of BehaviorImpact of Key WordsChapter 17 Implement Pre- and Post-Customer- Visit Calls 251Impact on Customer Likelihood to RecommendAbility to Exceed High Customer ExpectationsImpact on Bottom LineOpportunity to Retain a Customer Even WhenThings Go WrongChapter 18 Round on Your Customers: Determine Your Customers’ What and Give It to Them! 267Importance of Asking Customers Their WhatsRounding on CustomersThree Faces of RoundingRandom RoundingRelationship RoundingDeep-Impact RoundingChapter 19 Key Words at Key Times 281What Are Key Words?How to Develop Key WordsAIDETWhen to Use Key Words for Greatest ImpactService RecoveryAbout Studer Group 295Other Leadership Books By Quint Studer and Studer Group 297Index 299