HR Professional - July/August 2012 - (Page 48)

OFF THE SHELF WHAT’S WORTH READING encourage and inspire, but they cannot command someone to be innovative or adaptive. Hope and Player review some 40 commonly used tools and practices developed under the command-andcontrol leadership model offering new ways they can be used to facilitate innovation and adaptation. Each tool is examined through five perspectives under the umbrella of performance management: strategic planning, shareholder and customer value, lean cost management, performance measurement, and performance evaluation. Each tool or practice has its own chapter and includes: executive compensation, key performance indicators, stretch goals, lean accounting, performance appraisals and business analytics to name a few. Beyond Performance Management is a rich resource, offering new ways to use tools as well as suggested readings. The late Jeremy Hope was co-founder of Beyond Budgeting Round Table (BBRT), an international shared learning network of member organizations with a common interest in transforming their performance management models to enable sustained, superior performance. One of its key endeavours is to help businesses move beyond the command-and-control model of leadership. Steve Player is the director of the BBRT for North America. Both authors have written books and articles on performance management. B Y A LY S O N N Y I R I , C H R P The Synergist: How to Lead Your Team to Predictable Success Palgrave Macmillan, 2012 By Les McKeown Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance Harvard Business Review Press, 2012 By Jeremy Hope and Steve Player Authors Hope and Player have produced a well-organized and easy to read book on a topic that is far from simplistic. The definition of leadership has undergone a significant change since the recession of 2008. For instance, under the traditional command-and-control management model, managers sought to establish clear goals, determine strategic themes, and then move the organization toward those ends. While this approach has been standard for decades, the authors state, in today’s economic environment few people believe this is the right model to follow. What is needed now is innovation and adaptation, which are not command-and-control words. Leaders can enable and Les McKeown’s latest book addresses the root cause of team dysfunction, the visionaryoperator-processor triangle, and presents a fourth key player to a successful team, the synergist. Those of us who have worked in teams, and who hasn’t these days, have experienced instances where team dynamics became dysfunctional. But we have also experienced team dynamics when they were spot on. McKeown delves into the magic elixir of positive team dynamics and provides us with a simple and effective process, one that he says we have probably been already practicing. Most programs designed to help dysfunctional teams fail to produce longterm change because they treat the symptoms (distrust, poor communication, fear) rather than the root cause. In any group, McKeown argues, there are typically three natural roles or “styles”: the visionary (big picture), the H R P R OF E S S I ON A L 48 J u l y / A u g u s t 2 0 1 2

Table of Contents for the Digital Edition of HR Professional - July/August 2012

Editor's Letter
Leadership Matters
The End of Reviews as We Know Them
Coaching: Blazing Your Own Trail
Mentoring the Future
HR 101
Interview with an HR Hero: Sheila Rider
Off The Shelf
Technology & Privacy
The Last Word

HR Professional - July/August 2012