Scott Keller

Every year, over 10k business books are published – and that’s before you add in the hundreds of thousands of articles, blogs, and video lectures that are produced. Leaders can’t possibly hope to digest it all, and writers increasingly sensationalize and spin their ideas in order to be noticed. The result? Put quite simply, the field of management thinking is in danger of losing the plot. In Leading Organizations we cut to the case by addressing the ten most important and timeless questions… Show more

Every year, over 10k business books are published – and that’s before you add in the hundreds of thousands of articles, blogs, and video lectures that are produced. Leaders can’t possibly hope to digest it all, and writers increasingly sensationalize and spin their ideas in order to be noticed. The result? Put quite simply, the field of management thinking is in danger of losing the plot. In Leading Organizations we cut to the case by addressing the ten most important and timeless questions that every leader needs to answer in order to maximize the performance and health of their organization. What’s more, the authors recognize that great leaders don’t have time for long-winded business books. Answers are kept to the essentials – hard facts, counter-intuitive insights, and practical steps – all presented in an accessible and highly visual format. If there’s one essential business book you should read – ever – it’s this one. Show less

An inconvenient truth about human nature has that when we choose for ourselves, we are far more committed to the outcome — by a factor of five to one. Find out how to use this truth to increase performance in your organization

Through a few simple techniques, executives can boost workplace “MQ” and inspire employees to perform at their peak.

Learn how to move beyond a transactional, "market contract" with employees to a more relational - and powerful - "social contract" with employees.

Senior Leaders are quick to recognize changes needed in their organization's mindsets & behaviors. The catch, however, is that those same leaders generally see the changes needed are in others, not in themselves. Read this article to find out how to break through this vital barrier to change.

Stop playing "wac-a-mole" when it comes to influencing culture change. Learn how to identify and shift the underlying few mindsets that drive thousands of behaviors.

Senior executives tend to think about corporate culture as a topic that’s hard to measure and hard to change. As a result, many choose not to invest in it despite all the evidence that, when skillfully managed, culture can be a powerful and enduring source of competitive advantage.

Change programs that succeed, we’ve seen, put an equal emphasis on both performance and health in answering five basic questions that should shape any change program. Leaders who do this not only get near-term improvements, but also successfully build their organization’s capacity to learn and keep changing over time — keeping them ahead of the pack.

In an ever-changing world where only a third of excellent organizations stay that way over the long term, and where even fewer are able to implement successful change programs, leaders are in need of big ideas and new tools to thrive. Beyond Performance gives you everything you need to build an organization that can execute in the short run and has the vitality to prosper over the long term. Drawing on the most exhaustive research effort of its kind on organizational effectiveness and change… Show more

In an ever-changing world where only a third of excellent organizations stay that way over the long term, and where even fewer are able to implement successful change programs, leaders are in need of big ideas and new tools to thrive. Beyond Performance gives you everything you need to build an organization that can execute in the short run and has the vitality to prosper over the long term. Drawing on the most exhaustive research effort of its kind on organizational effectiveness and change management, we put hard science behind the big idea: that the health of an organization is equally as important as its performance. In the book's foreword, management guru Gary Hamel refers to this notion as "a new manifesto for thinking about organizations." We bring the idea to life by illuminating why copying management best practices from other companies is more dangerous than helpful, explaining how to determine the mutually reinforcing combination of management practices that best fits your organization's context, and providing practical tools to achieve superior levels of performance and health through a staged change process: aspire, assess, architect, act, and advance. Ultimately, building a healthy organization is an intangible asset that competitors copy at their peril and that enables you to skillfully adapt to and shape your environment faster than others—giving you the ultimate competitive advantage. Show less

Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act.