Description

Book Synopsis


Table of Contents

Foreword ix

Introduction: Excellence Found 1
The past decade of research has proven that the dismal odds of change program success can reliably be beaten.

Part I The Big Idea

Chapter 1 Performance and Health 13
The way to beat the odds is to put equal emphasis on performance and health by using the Five Frames methodology.

Chapter 2 The Science of Change 33
The approach has been developed through the most exhaustive research ever undertaken in the field.

Part II The Five Frames

Chapter 3 Aspire: Where Do We Want to Go? 61
It starts by setting measurable and manageable strategic objectives and commensurate health goals with rigor and precision.

Chapter 4 Assess: How Ready Are We to Go There? 91
Don’t start planning until you’ve considered your organization’s change readiness: what skillset requirements and mindset shifts are needed.

Chapter 5 Architect: What Do We Need to Do to Get There? 117
Now it’s time to create a bankable plan that will build the skills and deliver the outcomes—a plan that also uses four levers to influence mindset and behavior shifts.

Chapter 6 Act: How Do We Manage the Journey? 151
No plan goes according to plan—the right ownership model will enable you to adjust as you go and generate the energy needed for change.

Chapter 7 Advance: How Do We Continue to Improve? 181
You’re not done until an ongoing learning infrastructure is put in place, and leaders are well positioned in the right go-forward roles.

Part III Putting It All Together

Chapter 8 The Senior Leader’s Role: Does Change Have to Start at the Top? 199
Success will be immeasurably easier if the most senior leader embraces the role that only they can play.

Chapter 9 The Change Leader’s Role: What It Takes to Be a Great Change Leader 215
To this point we’ve covered what to “do” to achieve large-scale success; now it’s time to discuss how to “be” as you lead the way.

Chapter 10 Making It Happen: Do You Have What It Takes? 231
You’ve got knowledge, but do you have the courage? It’s over to you to write the next chapter...

Notes 241

Recommended Reading 257

Acknowledgments 259

About the Authors 265

Index 267

Beyond Performance 2.0

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    RRP £29.00 – you save £4.35 (15%)

    Order before 4pm tomorrow for delivery by Tue 9 Jun 2026.

    A Hardback by Scott Keller, Bill Schaninger

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      View other formats and editions of Beyond Performance 2.0 by Scott Keller

      Publisher: John Wiley & Sons Inc
      Publication Date: 02/08/2019
      ISBN13: 9781119596653, 978-1119596653
      ISBN10: 1119596653

      Description

      Book Synopsis


      Table of Contents

      Foreword ix

      Introduction: Excellence Found 1
      The past decade of research has proven that the dismal odds of change program success can reliably be beaten.

      Part I The Big Idea

      Chapter 1 Performance and Health 13
      The way to beat the odds is to put equal emphasis on performance and health by using the Five Frames methodology.

      Chapter 2 The Science of Change 33
      The approach has been developed through the most exhaustive research ever undertaken in the field.

      Part II The Five Frames

      Chapter 3 Aspire: Where Do We Want to Go? 61
      It starts by setting measurable and manageable strategic objectives and commensurate health goals with rigor and precision.

      Chapter 4 Assess: How Ready Are We to Go There? 91
      Don’t start planning until you’ve considered your organization’s change readiness: what skillset requirements and mindset shifts are needed.

      Chapter 5 Architect: What Do We Need to Do to Get There? 117
      Now it’s time to create a bankable plan that will build the skills and deliver the outcomes—a plan that also uses four levers to influence mindset and behavior shifts.

      Chapter 6 Act: How Do We Manage the Journey? 151
      No plan goes according to plan—the right ownership model will enable you to adjust as you go and generate the energy needed for change.

      Chapter 7 Advance: How Do We Continue to Improve? 181
      You’re not done until an ongoing learning infrastructure is put in place, and leaders are well positioned in the right go-forward roles.

      Part III Putting It All Together

      Chapter 8 The Senior Leader’s Role: Does Change Have to Start at the Top? 199
      Success will be immeasurably easier if the most senior leader embraces the role that only they can play.

      Chapter 9 The Change Leader’s Role: What It Takes to Be a Great Change Leader 215
      To this point we’ve covered what to “do” to achieve large-scale success; now it’s time to discuss how to “be” as you lead the way.

      Chapter 10 Making It Happen: Do You Have What It Takes? 231
      You’ve got knowledge, but do you have the courage? It’s over to you to write the next chapter...

      Notes 241

      Recommended Reading 257

      Acknowledgments 259

      About the Authors 265

      Index 267

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