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POWER SCORE : Your Formula For Leadership Success
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POWER SCORE : Your Formula For Leadership Success

Geoff Smart , Randy Street , Alan Foster
LIKE NEW, HARDCOVER
Alan Foster, Geoff Smart, Randy Street
LIKE NEW, HARDCOVER

RM14.00

A Simple But Powerful Formula For Leadership Success & How The Best Team Deliver Results

Remarks Free Cover-Pages Wrapping
ISBN 9780345547354
Book Condition LIKE NEW
Format HARDCOVER
Publisher Ballantine Books Inc
Publication Date 16/06/2015
Pages 192
Weight 0.38 kg
Dimension 21.7 × 14.5 × 2 cm
Availability: 2 in stock

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Description

ghSMART, the bestselling team behind “Who: The A Method for Hiring“, returns with a breakthrough formula for how the best leaders and teams deliver results. “The most useful book about leadership.” That is what we hope you and your team will say after finishing Power Score.
 
☞ Is your team running at full power?
 
Only 10 percent of leaders run their teams at full power. The formula you are about to learn is based on the most extensive research of its kind, spanning more than 15,000 careers with over 9 million data points. The idea has been battle-tested for more than two decades by leaders in every major industry. It works.
 
Successful leadership starts with three key questions:

● 1. Priorities—Do we have the right priorities? (Only 24 percent of leaders do.)

● 2. Who—Do we have the right people on the team? (Only 14 percent of leaders do.)

● 3. Relationships—Do we have the right relationships that deliver results? (Only 47 percent of leaders do.)
 
Learn how to calculate your team’s Power Score, and how to improve each of the three key areas of leadership. Learn what to do, and what not do, from compelling statistics and inspiring stories of those leaders who have succeeded and those who have failed. You may be surprised how easy it is to read this little book. And you may be even more surprised by how fast this approach will boost your team’s results. When you dial up your team’s Power Score, you will make a greater impact as a leader, help your team earn more money for your cause (whatever your cause may be), and enjoy greater career success.
 
It’s a pretty good book that both inspires you to be a better leader and helps to show you the steps you need to take in order to do so. That said, this is a well-written, clear and concise book that anyone leading or managing a team can learn from and take effective action quickly with regards to establishing and communicating PRIORITIES, putting the right people on your team in the right roles (Who), and instilling the necessary RELATIONSHIPS and cadences.
 
Why you should read this book :

◆ First of all, it is an easy and pleasant read: not only is the whole book organized as an intuitive Q&A dialogue with the readers so that it reads truly fluently, but it is also interwoven with a great number of histories of famous or less famous companies and organizations, all of which are strongly vivid and extraordinarily inspiring.

◆ Secondly, Power Score is a comprehensive and practical guide for leadership, putting forth the startlingly simple but powerful formula: P x W x R = Power Score, which invites leaders and their team members to ask themselves three questions:
☞ Do we have the right Priorities (goals)?
☞ Do we have the right Who (the people contributing to the achievement of the goals)?
☞ Do we have the right Relationships (leading and managing the people)?
 
Meanwhile, three criteria are specifically defined to measure each element:
☞ Priorities: connected, correct and clear
☞ Who: diagnosed, deployed and developed
☞ Relationships: coordinated, committed, challenged
 
After scoring each element with its corresponding criteria from 1 to 10, the remaining task is much simpler: just multiply them to get a power score that reflects the performance of the team. The full score 1,000 (=10 x 10 x 10) is idealistic and infeasible, but a score of 729 (=9 x 9 x 9) should be the minimum objective for each team.
 
At the end of each chapter is a small quiz for readers to apply these methods and measure their power score on their own, and the last chapter described how several companies and organizations executed this formula and improved their performance, giving readers a more concrete idea of its application. Furthermore, the criteria are specifically made short and easy to remember. Applying the principles of effective communication, the authors summarize and repeat key messages to enhance readers’ working memory of these concepts.
 
Last but not least, this book is based on facts, which makes it quite plausible compared to some other books in the same category. The authors and their research teams claim to have conducted “in-depth interviews (four hours in length) of more than 15,000 leaders, producing more than 9 million data points over the past 20 years,” from which they have distilled into the simple formula of power score.
 
In addition, these data also present in which aspects leaders are strong or weak in general, constituting an insightful reminder for readers to be more aware of their own strength and weakness. For instance, do you know what the most and the fourth common weaknesses of leaders are? Find out the answer in Page 45!
 
“ghSMART is the world’s top firm for helping leaders hire talented teams and run them at full power. Nothing is more important.
— Marshall Goldsmith, bestselling author of Mojo and What Got You Here Won’t Get You There
 
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Review From The Globe and Mail :
 
Wouldn’t it be nice if there was a neat formula for business success? The GhSmart consulting team believes there is: P times W times R.
 
– P is for priorities – do you have the right ones?

– W is for who – do you have the right people, or in their lingo, the right who?

– R is for relationships – have you cultivated the right relationships?
 
“The key to great leadership is to have the right priorities, the right people on your team, and the right relationships that achieve results,” Geoff Smart, Randy Street and Alan Foster write in Power Score.
 
They recommend bringing your team together and asking: “Are we running on full power?” Listen to what colleagues say, as it will indicate what you can do differently. But then hone in on the formula, and ask them to rate your organization, from one to 10 (with 10 being high) on each of the three factors. Finally, ask them to multiply the three scores together: P times W times R.
 
That gives your power score (the letters P, W, and R reminding you of the word power). The maximum would be 1,000, if people thought you were running at full throttle and deserved 10 points in each category. But that’s probably impossible. However, an excellent goal would be 729 – 9 times 9 times 9.
 
If your team achieves a PWR score of 729 or higher, they say you are running at full power. If you’re between 500 and 700, that’s reasonably good (8 times 8 times 8 equals 512). Some tweaks should raise your score. If you’re below 500, however, – as rated, remember, by your team – you have some focused work ahead of you.
 
It begins by probing deeper at that initial meeting, finding out why your scores lag, and using the reasons to guide you toward initiatives that can raise your score (and your organizational effectiveness). Over the past 20 years, their company has interviewed more than 15,000 leaders, to understand the dynamics of success. The data show that leaders who run their teams at full power – about 10 per cent of their sample – are twice as likely to have succeeded in their careers as the average leader.
 
You need to perform well on all three criteria. Just like you can’t win a triathlon if you skip the swimming portion, no matter how superb you are at biking and running, you have to be strong on all three elements here. The most common failure is not having the right people on your team – the W, which was the subject of Mr. Smart’s and Mr. Street’s previous book, Who (which I chose as the best book of 2009). Fewer than 14 per cent of leaders excel at the who, hiring well, removing non-performers, and developing their teams.
 
Just under 24 per cent excel at setting priorities. Building relationships is the most common strength of leaders, but even for that only 47 per cent of leaders are considered proficient.
 
“Only 1 per cent of leaders excel in all three – P, W, and R – on a sustained basis throughout their careers. That is a tough standard to achieve week after week and month after month. The good news is that this isn’t about being a perfect leader yourself; rather it’s about bringing out the best in your team. Approximately 10 per cent of leaders run their team at full power at any given point of time,” they write.
 
So begin today, by asking your team what it feels like to be running at full power and what it is like to fall short. Then ask them to rate the team’s priorities, focusing on the three aspects the consultants highlight: Are the priorities – and there should only be a few of them – connected to the mission in a compelling way; are they the correct priorities, likely to produce the right results; and are they clear, so everybody understands them?
 
Next move on to who: Have you diagnosed your team to understand its strengths and weaknesses; have you deployed the right people against the right priorities; and have you developed the team?
 
Finally, rate relationships: Is communication co-ordinated within and beyond the team; is your team committed to the mission and to one another; and does your team feel challenged to accomplish something bigger than themselves?
 
Then have everyone calculate their scores and hold them up for colleagues to see. That should take about 15 minutes. You’ll probably have a range of scores and should take 30 minutes to explore the various numbers and the thinking behind them. Then decide on what priorities have emerged from the discussion, and set up another PWR discussion in 90 days.
 
Of course, the hard work begins after that hour-long discussion. But the book offers insights on improving in each dimension and inspiration. It’s written briskly, in a question-and-answer format that keeps ideas clear and concise. The book’s a winner and maybe you will be too if you try its approach.
 
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About the Authors:

Dr Geoff Smart is chairman and founder of ghSMART, an advisory firm that exists to help leaders amplify their positive impact on the world. He is author of the New York Times bestseller Leadocracy and co-author of the Times bestseller Who.

Randy Street is managing partner of ghSMART and is co-author of Who. He is a leadership advisor to boards and CEOs, and an internationally acclaimed public speaker.

Alan Foster is a consultant at ghSMART, where he works as a leadership advisor and public speaker.

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