The Global Association for Strategic Talent Management
Transform your Organization for Performance and Commitment — What Leaders Need to Know
Webcast:
High commitment is reflected in a truly high performance organization... does your company have both? The transformation to high commitment, high performance (HCHP) requires leaders to embrace and solve the paradox inherent in delivering quarterly earnings on the one hand and building commitment among employees, customers, investors and society on the other. To make this transformation a reality, leaders make courageous decisions about how to organize, lead and manage their companies.
In this webcast Michael Beer, Harvard Business School Professor Emeritus and Chairman of TruePoint Partners, will share the core concepts from his book, High Commitment, High Performance: How to Build a Resilient Organization for Sustained Advantage (Jossey Bass, Aug 2009) and explore what HCHP means to your company. If you are a leader or a developer of leaders, this webcast is for you!
Don't miss these webcast takeaways:
- Six silent barriers that undermine commitment and performance
- The role of honest and collective learning and governance in delivering HCHP
- Five levers of change to achieve fundamental and systemic transformation
- Principles to manage performance strategically
- How to organize your company to best leverage human and social capital How to diagnose where your organization is on the journey to HCHP, and how to accelerate your progress
May 3, 2010 by Dara Hensley | comments (1)
(1 vote)
Webcast on Demand
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Presenters
Michael Beer is Cahners-Rabb Professor of Business Administration, Emeritus at the Harvard Business School as well as Chairman and co-founder of TruePoint a research based consultancy and TruePoint Center for High Commitment and Performance, a not for profit research organization. TruePoint mission is to work with senior teams who aspire to build a high commitment and performance organization. Mike Beer is a world known researcher and authority in the areas of organization effectiveness, organization change and human resource management. He has authored many articles and authored or co-authored nine books, among them Managing Human Assets and The Critical Path to Corporate Renewal which received the Johnson, Smith & Knisely award for the best book in executive leadership in 1990 and was a finalist for the Academy of Management's Terry Book Award in 1991. His most recent book is Breaking the Code of Change edited with Nitin Nohria. Professor Beer has consulted with dozens of Fortune 500 companies, served on the editorial board of numerous professional journals, the board of governors of the Academy of Management and the board of directors of GTECH Corporation. He is a Fellow of the Academy of Management, National Academy of Human Resources and the Society of Industrial and Organizational Psychology and a recipient of several awards among them the Academy of Management's Distinguished Scientist-Practitioner Award, The Society of Human Resource Management's Losey Research Award, The Society of Industrial and Organizational Psychology's Distinguished Professional Contributions Award and the Harry Levinson Award for Outstanding Contributions to Consulting Organizational Psychology
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How do you get management to understand the difference between recognition (more on the formal side--of a practice/system/program) and sort of general gratitude and support?