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    7 Business Habits That Drive High Performance
    7 Business Habits That Drive High Performance
    7 Business Habits That Drive High Performance
    Ebook211 pages2 hours

    7 Business Habits That Drive High Performance

    By Nicholas S. Barnett

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    About this ebook

    This book identifies the 7 habits that most differentiate high performance from low performance organisations. It is based on ground-breaking research involving the views of over 100,000 employees from around 200 companies. The 7 Business Habits are all inter-related and indispensable to the delivery of sustainable high performance.

    Adopting and sustaining the 7 Business Habits in the ways set out in this book will significantly improve your organisation’s performance. There will also be numerous side benefits, including making your organisation a better place to work, improving employee engagement and retention, customer loyalty and advocacy, productivity, innovation, organisational resilience and change capability. All of these factors are also inter-related and build on each other to increase your performance even further.

    The 7 Business Habits apply to all types and sizes of organisations, including public, private, government and not-for-profit entities.
    LanguageEnglish
    PublisherBookBaby
    Release dateMay 25, 2014
    ISBN9781483528120
    7 Business Habits That Drive High Performance

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      Book preview

      7 Business Habits That Drive High Performance - Nicholas S. Barnett

      life.

      Preface

      The message of this book is that boards, CEOs, executive teams and their organisations have within them all they need to substantially lift their performance. They simply need to look inside their organisations at how they deal with the biggest and most valuable asset they have – their employees. Many leaders say their employees are their most valuable asset, many of their actions send a different message.

      Every organisation is capable of lifting its performance, including those that are already out-performing their peers or competitors. Low performance organisations have the scope to lift their performance even further. Many need to learn some new habits – the 7 Business Habits – and begin to embed them deeply into their organisation’s culture and DNA until those habits become its new way of life.

      If an increase in performance is to be sustained over an extended period, much of that increase will, necessarily, be derived from the extra focus and urgency of engaged employees who apply extra discretionary effort in the pursuit of their organisation’s goals. The 7 Business Habits, taken together and applied consistently, are the key that will unlock that extra focus, urgency and extra discretionary effort.

      You can’t force employees to be more engaged. If you try to force them, it will almost certainly have the opposite effect. In those circumstances, they are more likely to withhold their normal effort and will be most unlikely to provide extra discretionary effort.

      Whilst CEO of an IT recruitment company, our leadership team and I applied, to varying degrees, what we now know as the 7 Business Habits, to grow the revenue of that organisation in excess of tenfold to over $300 million during a five year period. Around one-third of that growth was achieved through acquisition, with the balance was achieved organically by passionate, committed, competent and highly engaged employees who applied considerable extra discretionary effort in their quest to build the leading IT recruitment company in Australia. I am convinced that had we not lived the 7 Business Habits the way we did, our growth in revenue and value would have been much smaller.

      As CEO of Insync Surveys, I’ve had the privilege, with our team, of helping measure and improve the engagement, leadership and performance of hundreds of organisations. I’ve had the privilege of meeting leaders of high performance organisations and of many organisations that aspire to high performance. I’ve also met a small number of leaders who aren’t interested in changing their habits and the habits of their organisations, as they have either been content with the status quo or they think it’s their employees who are the

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