By Michael Beer

"In those fiscal occasions this ebook is extra very important than ever. A must-read for the leaders of at the present time and tomorrow."
Douglas R. Conant, president and leader government officer, Campbell Soup Company
Praise for top dedication, excessive Performance
"It is seldom that I learn a ebook approximately management and get excited; this one did that to me. the writer has chanced on values and elements of management that experience labored good for long-term execution of innovations. For forums and CEOs, this can be a nice book."
—Leif Johansson, president and leader govt officer, Volvo Group
"Resilience provides to be the distinguishing attribute of businesses that might prosper from the present financial difficulty. Mike Beer's new e-book is a compelling handbook for achievement during this new economy."
—Ravi Venkatesan, chairman, Microsoft India
"A needs to learn for leaders who are looking to advance an area through development a resilient association for aggressive virtue. Beer's perspectives and suggestions are in line with wide research."
—Ram Charan, Ram Charan affiliates and co-author of the bestselling booklet, Execution: The self-discipline of having issues Done
"With a long time of training and learn and shut engagement with businesses, Michael Beer has written a e-book that not just makes the case for construction a excessive dedication association, but additionally offers sensible recommendation for doing it."
—Jeffrey Pfeffer, professor, Stanford enterprise tuition and writer, The Human Equation: development earnings by means of placing humans First
"Beer brings a multi-disciplinary standpoint from his huge event in and academia to bare how leaders of HCHP firms holiday via inner limitations and deal with a number of tensions of their quest for sustainable value-creation."
—Robert Kaplan, professor, Harvard company college and co-author, The Execution top class and The Balanced rating Card
"Mike Beer brings his wealth of study and adventure to supply clean insights to the iconic query of what makes businesses be successful over the longer term. i've got applied a few of the rules effectively and suggest them to any company chief dedicated to construction an excellent organization."
—Ed Ludwig, chairman and leader govt officer, Becton Dickinson

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Additional info for High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage

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21 This is not the inspiring and caring leadership style of high-commitment leaders like Herb Kelleher. Psychological Alignment The Southwest employee who says she ‘‘loves working here’’ captures exactly the type of emotional attachment to the firm that defines psychological alignment. 22 Organization structure, the performance management system, and incentives—the hard aspects of an organization—can move people to work together, if only temporarily. But employees who are psychologically aligned with the mission and values of the organization are internally motivated.

When people with various backgrounds, from different levels and parts of the organization, interact with different elements of the firm’s Pillars of High Commitment, High Performance Organizations 35 environment—customers, suppliers, investors, community, or competitors—and engage with their disparate perspectives, then real organizational learning and change are possible. The problem is that in most firms people with diverse views are often not encouraged to engage in honest dialogue. Hierarchical structures make it difficult for employees to risk voicing new ideas and engaging in debate with those in entrenched positions of power.

Sometimes my friends ask me, why do you like to work at Southwest? ’’35 Employees who care about the customer are motivated by the company having first cared about them. Mutual Respect. People are selected for their human and interpersonal qualities such as respect for others and the capacity to voice their views openly and honestly. A variety of mechanisms encourage and exercise these qualities. At Hewlett-Packard, management expected, even demanded, that individuals speak their minds. Management by walking around (MBWA) was a practice that all managers were expected to follow.

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