Foreword by Marshall Goldsmith, Ph.D.
I had the privilege of serving on
the Board of the Peter Drucker Foundation for ten years. Peter
continually reinforced the point that management is not an
art and management is not a science - management is a
Peter would approve of the fact
that Roger Chevalier provides sound advice that managers can
actually practice! His tools are both applicable and useful.
Instead of being lost in complex theories – that sound good but
don’t translate into daily behavior – he focuses on sharing
applications that managers can immediately put to work. Roger
is not just interested in what managers should know – he is
interested in what managers can do.
At the end of the day, a manager’s
job is simple – improving workplace performance. If managers
are not improving workplace performance, why are they wasting
the organization’s valuable resources?
Roger’s quote – at the end of this
book – says what managers should not forget, “Never lose track
of the fact that you create the work environment for your
people. They will either excel or flounder based on the work
environment that you create with your coaching, leadership,
counseling, and team-building skills as well as the way in which
you analyze performance gaps and causes, identify and implement
solutions and measure results.”
Along with Peter Drucker, another
one of my most important mentors has been Paul Hersey. Ken
Blanchard and he have developed Situational Leadership® and
shared this fantastic model with millions of managers from
around the world. Roger is a world leader in understanding and
teaching Situational Leadership. A Manager’s Guide to
Improving Workforce Performance builds upon the teachings of
Paul and Ken and provides specific applications that relate to
I am best known as a leading
executive coach. For you, the reader, my coaching is simple –
practice using the tools described in this book! Share the
ideas with your work team and involve them in your process of
planning, coaching and feedback.
My partner, Howard
Morgan, and I completed an extensive research study involving
over 86,000 respondents and eight major corporations on the
impact of leadership development.
Our findings were very compelling – yet not very surprising.
Managers that involved their people back on the job and actually
applied the concepts they were taught were seen as becoming far
more effective leaders – not by themselves, but by their
co-workers. Managers who didn’t apply what was learned didn’t
get any better!
The tools in this book work! But
they only work if you apply them. If you involve your
people, practice what you learn and follow-up to ensure success
– you will be amazed at the results!
If you don’t apply this
material it won’t help you. Some managers are going to find
that this book makes a huge difference in improving workplace
performance. Some will say it makes no difference. The change
that is ultimately produced from reading this book will not be a
reflection on the material. It will be a reflection on you!
Marshall Goldsmith has been
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 – and by Business Week
as one of the most influential practitioners in the history
of leadership development.