Электронная книга: Marshall Goldsmith «The Employee Experience Advantage. How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate»

The Employee Experience Advantage. How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate

Research Shows Organizations That Focus on Employee Experience Far Outperform Those That Don't Recently a new type of organization has emerged, one that focuses on employee experiences as a way to drive innovation, increase customer satisfaction, find and hire the best people, make work more engaging, and improve overall performance. The Employee Experience Advantage is the first book of its kind to tackle this emerging topic that is becoming the #1 priority for business leaders around the world. Although everyone talks about employee experience nobody has really been able to explain concretely what it is and how to go about designing for it…until now. How can organizations truly create a place where employees want to show up to work versus need to show up to work? For decades the business world has focused on measuring employee engagement meanwhile global engagement scores remain at an all time low despite all the surveys and institutes that been springing up tackle this problem. Clearly something is not working. Employee engagement has become the short-term adrenaline shot that organizations turn to when they need to increase their engagement scores. Instead, we have to focus on designing employee experiences which is the long term organizational design that leads to engaged employees. This is the only long-term solution. Organizations have been stuck focusing on the cause instead of the effect. The cause is employee experience; the effect is an engaged workforce. Backed by an extensive research project that looked at over 150 studies and articles, featured extensive interviews with over 150 executives, and analyzed over 250 global organizations, this book clearly breaks down the three environments that make up every single employee experience at every organization around the world and how to design for them. These are the cultural, technological, and physical environments. This book explores the attributes that organizations need to focus on in each one of these environments to create COOL spaces, ACE technology, and a CELEBRATED culture. Featuring exclusive case studies, unique frameworks, and never beforeseen research, The Employee Experience Advantage guides readers on a journey of creating a place where people actually want to show up to work. Readers will learn: The trends shaping employee experience How to evaluate their own employee experience using the Employee Experience Score What the world's leading organizations are doing around employee experience How to design for technology, culture, and physical spaces The role people analytics place in employee experience Frameworks for how to actually create employee experiences The role of the gig economy The future of employee experience Nine types of organizations that focus on employee experience And much more! There is no question that engaged employees perform better, aspire higher, and achieve more, but you can't create employee engagement without designing employee experiences first. It's time to rethink your strategy and implement a real-world framework that focuses on how to create an organization where people want to show up to work. The Employee Experience Advantage shows you how to do just that.

Издательство: "John Wiley&Sons Limited (USD)"

ISBN: 9781119321651

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Marshall Goldsmith

Marshall Goldsmith
Born March 20, 1949 (1949-03-20) (age 62)
Valley Station, Kentucky
Occupation Author, Professor, Executive Educator, Coach
Spouse Dr Lyda Goldsmith

Marshall Goldsmith (March 20, 1949) is an American author of management-related literature, professor, executive educator and coach.[1] Born in Valley Station, Kentucky, he received his BS from Rose-Hulman Institute of Technology in 1970, his MBA from Indiana University's Kelley School of Business in 1972 (from which he received the 2009 Distinguished Entrepreneur Award), and his PhD from UCLA Anderson School of Management in 1977 (where he was recognized in 2010 as one of the school's 100 most inspirational alumni over the past 75 years).[2] From 1976-1980 he was Assistant Professor and then Associate Dean at Loyola Marymount University’s College of Business. He currently teaches executive education at Dartmouth College's Tuck School, and he frequently speaks at leading business schools.

In 1977, he met Dr. Paul Hersey, a noted consultant in leadership development, and began his work of teaching executives and managers. He was later co-founder of Keilty, Goldsmith and Company and is now a partner in the Marshall Goldsmith Group, a network of top-level executive educators and coaches.

Goldsmith was a pioneer in the use of customized 360-degree feedback (confidential feedback from direct reports, peers and managers) as a leadership development tool. His early efforts in providing feedback and then following-up with executives to measure changes in behavior were precursors to what eventually evolved as the field of ‘executive coaching.’ In acknowledgment of his work in helping leaders change behavior, he received his first national recognition in 1993, being ranked as one of the top ten executive educators in the Wall Street Journal.

While serving as a board member of the Peter Drucker Foundation in 1996, Goldsmith co-edited his first book, The Leader of the Future (with Frances Hesselbein and Richard Beckhard). Peter Drucker wrote the foreword for this book. This book has since sold hundreds of thousands of copies and has been translated into 28 languages. It is perhaps the most popular edited book on leadership ever written. The success of this first book led Goldsmith (with Frances Hesselbein and the Drucker Foundation, which became the Leader to Leader Institute) to co-edit six more books, which have been extremely well received in their field.

Goldsmith's work in helping successful leaders achieve positive lasting change in behavior has been featured in a The New Yorker profile, Harvard Business Review interview, Forbes feature story and Business Strategy Review cover story (from the London Business School). He is one of the few executive advisors who has been asked to work with more than 120 major CEOs and their management teams. In 2009 Dr. Goldsmith was recognized as one of the fifteen most influential business thinkers in the world in the bi-annual study sponsored by The (London) Times and Forbes. In 2005 he was elected as a Fellow in the National Academy of Human Resources – and recognized in Business Week as one of the most influential practitioners in the history of leadership development. In 2004 he was recognized by the American Management Association as one of 50 great thinkers and business leaders who have impacted the field of management over the past 80 years.

Goldsmith is the author or co-editor of 31 books, including What Got You Here Won’t Get You There (a New York Times best-seller, Wall Street Journal #1 Business Book and winner of the Harold Longman Award as Best Business Book of the Year). Harvard Business School has recommended six of his books in their Working Knowledge series. Almost all of Dr. Goldsmith's articles, interviews, columns and videos are available for viewing and sharing online (free of charge) at the Marshall Goldsmith Library. By the end of 2010, visitors representing 195 countries had viewed, listened to, or downloaded more than 5.6 million articles, columns, interviews, webinars, audios, videos and resource pages from this site.

Several themes run through Goldsmith’s writings:

  • The same beliefs that lead to our success – can make it very difficult for us to change behavior – and, as difficult as it is to change our own behavior, it is even more difficult to change others’ perception of our behavior.
  • The behavior of leaders needs to be reflective of the stated values of the corporation – and key executives need to ‘go first’ in modeling positive behavioral change.
  • Managers who receive feedback and engage in ongoing follow-up with co-workers will almost always achieve positive, change in behavior and be seen as more effective leaders by their key stakeholders. This was shown in a Strategy+Business article that involved over 86,000 respondents. (In 2010 this article, "Leadership Is a Contact Sport," was recognized as one of the greatest articles ever published in Strategy+Business.)
  • The key to success in executive coaching is not the coach (who is a facilitator of change) – it is the people being coached and their key stakeholders.
  • Leadership development should provide tools that can be used in a positive, simple, focused and fast manner. Complex theories of change, while interesting, will not work in the ‘real world’ with over-extended executives.
  • Most executive education has historically been based upon an invalid assumption, “If they understand – they will do.” The basic challenge faced by managers is not understanding the practice of leadership – it is practicing their understanding of leadership.

Contents

Professional recognition

Along with the American Management Association and National Academy of Human Resources, Goldsmith’s work has been recognized by almost every professional organization in his field, including the:

  • Academy of Management,
  • Thinkers50,
  • Best Practice Institute,
  • Human Resource Planning Society,
  • American Society for Training and Development,
  • Institute for Management Studies (where in 2009 he became the second recipient of the IMS Lifetime Achievement Award), and
  • Leader to Leader Institute (where in 2010 he became the fifth recipient of the Leader of the Future Award).

Major press acknowledgments

  • The Times - 15 Greatest Business Thinkers in the World
  • BusinessWeek - 50 Great Leaders in America
  • Wall Street Journal - Top Ten Executive Educators
  • Forbes - Five Most-Respected Executive Coaches
  • Leadership Excellence - Top 5 Leadership Thinkers
  • The Economic Times (India) - Top CEO Coaches of America
  • Economist (United Kingdom) - Most Credible Executive Advisors in the New Era of Business
  • Fast Company - America's Preeminent Executive Coach

Volunteer work

  • Volunteer Teacher for US Army Generals, Navy Admirals, Girl Scout and International Red Cross Executives
  • National Volunteer of the Year for American Red Cross

Biography

Marshall Goldsmith lives with his wife, Dr. Lyda Goldsmith, in Rancho Santa Fe, California.[1] He has two children, Bryan Goldsmith and Dr. Kelly Goldsmith.[1] Kelly was a contestant on the third season of the hit CBS show Survivor, which took place in Africa that season. She then received her Ph.D. from Yale University and is currently an Assistant Professor of Marketing at Northwestern's Kellogg School of Management. Bryan is working in the family business with his father.

Bibliography

  • MOJO: How to Get It, How to Keep It, and How to Get It Back If You Lose It. Marshall Goldsmith with Mark Reiter, Hyperion (2010) (New York Times best-seller, Wall Street Journal #3 business book and Shanghai Times #1 business book)
  • The AMA Handbook of Leadership. Marshall Goldsmith, John Baldoni, Sarah McArthur (eds.), AMACOM (2010)
  • Learn Like a Leader: Today's Top Leaders Share Their Learning Journeys. Marshall Goldsmith, Beverly Kaye, Ken Shelton (eds.), Nicholas Brealey (2010)
  • What Got You Here Won't Get You There in Sales. Marshall Goldsmith, Don Brown, Bill Hawkins, GBH Press (2010)
  • Best Practices in Talent Management. Marshall Goldsmith and Louis L. Carter (eds.), Jossey Bass and Best Practice Institute (2010)
  • MOJOTweet. Marshall Goldsmith, ThinkAha (2010)
  • Succession: Are You Ready? Marshall Goldsmith, Harvard Business Press (2009) (Wall Street Journal best-seller)
  • The Organization of the Future – 2. Frances Hesselbein and Marshall Goldsmith (eds.), Jossey-Bass (2009) (American Library Association Choice Award Academic Business Book of the Year)
  • What Got You Here – Won’t Get You There. Marshall Goldsmith with Mark Reiter, Hyperion (2007) (New York Times best-seller, Wall Street Journal #1 business book, and Harold Longman Award Winner Best Business Book of the Year, translated into 28 languages and a listed best-seller in 7 countries)
  • The Leader of the Future – 2. Frances Hesselbein and Marshall Goldsmith (eds.), Wiley (2006)
  • Coaching for Leadership: The Practice of Leadership Coaching from the World’s Greatest Coaches. Marshall Goldsmith and Laurence Lyons (eds.), Pfeiffer (2005)
  • The Art and Practice of Leadership Coaching: 50 Top Coaches Reveal their Secrets. Howard Morgan, Phil Harkins and Marshall Goldsmith (eds.), Wiley (2005)
  • Best Practices in Leadership Development and Organizational Change. Louis Carter, David Ulrich and Marshall Goldsmith (eds.), Wiley (2005)
  • Leading Organizational Learning. Marshall Goldsmith, Howard Morgan and Alexander Ogg (eds.), Jossey-Bass (2004)
  • Global Leadership: The Next Generation. Marshall Goldsmith, Alastair Robertson, Cathy Greenberg, Maya Hu-Chan. FT Prentice Hall (2003)
  • Human Resources in the 21st Century. Marc Effron, Robert Gandossy and Marshall Goldsmith (eds.) Wiley (2003)
  • Partnering: The New Face of Leadership. Larraine Segil, Marshall Goldsmith and James Belasco (eds.) AMACOM (2003)
  • The Change Champion's Fieldguide: Strategies and Tools for Leading Change in Your Organization. Dave Ulrich, Marshall Goldsmith, Louis Carter, Jim Bolt, Norm Smallwood (eds.), Best Practice Institute (2003)
  • The Many Facets of Leadership. Marshall Goldsmith, Vijay Govindarajan, Beverly Kaye and Albert Vicere (eds.) FT Prentice Hall (2002)
  • Leading Authorities on Business: Winning Strategies from the Greatest Minds. Marshall Goldsmith and James Belasco (eds.) Leading Authorities Press (2002)
  • Leading for Innovation: & Organizing for Results. Frances Hesselbein, Marshall Goldsmith and Iain Somerville (eds.) Jossey-Bass (2002)
  • Best Practices in Organization Development and Change Handbook: Culture, Leadership, Retention, Performance, and Consulting. Louis Carter, David Giber and Marshall Goldsmith (eds.) Jossey-Bass; Book and CD-ROM edition (2001)
  • The Leadership Investment: How the World’s Best Organizations Gain Strategic Advantage Through Leadership Development. Robert Fulmer and Marshall Goldsmith. AMACOM (2001) (American Library Association Choice Award Academic Business Book of the Year)
  • Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. Marshall Goldsmith, Laurence Lyons and Alyssa Freas (eds.) Jossey-Bass (2000)
  • Learning Journeys: Top Management Experts Share Hard-Earned Lessons on Becoming Great Mentors and Leaders. Marshall Goldsmith, Beverly Kaye and Ken Shelton (eds.) Davies-Black (2000)
  • Linkage Inc.’s Best Practices in Leadership Development Handbook: Case Studies, Instruments and Training. Louis Carter, David Giber, and Marshall Goldsmith (eds.). Jossey-Bass (2000)
  • Leading Beyond the Walls: Wisdom to Action Series Frances Hesselbein, Marshall Goldsmith and Iain Somerville (eds.) Jossey-Bass (1999)
  • The Community of the Future. Frances Hesselbein, Marshall Goldsmith, Richard Beckhard and Richard Schubert (eds.). Jossey-Bass (1998)
  • The Organization of the Future. Frances Hesselbein, Marshall Goldsmith and Richard Beckhard (eds.) Jossey-Bass (1997)
  • The Leader of the Future. Frances Hesselbein, Marshall Goldsmith and Richard Beckhard (eds.). Jossey-Bass (1996) (BusinessWeek best-seller)

External links

References

Источник: Marshall Goldsmith

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Marshall GoldsmithThe Employee Experience Advantage. How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can CelebrateResearch Shows Organizations That Focus on Employee Experience Far Outperform Those That Don't Recently a new type of organization has emerged, one that focuses on employee experiences as a way to… — John Wiley&Sons Limited (USD), Подробнее...
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