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Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top Hardcover – October 19, 2007

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  • Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top
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Editorial Reviews

From the Inside Flap

Business results that truly last don't come from products and services or particular employees and leaders, no matter how good they are. Products change and evolve; people come and go. What really leads to sustainable business results over time is quality leadership—not leaders, but leadership. Consistently excellent leadership is the key to long-term success and profitability. But how do you develop it?

In Results That Last, "Master of Business" Quint Studer shows you how to build an organizational culture that develops great leaders today and instills the mechanisms and the mindset that will continue to foster great leadership tomorrow. Studer pre-sents the most effective leadership practices and shows you how to apply them across every group, department, or division, resulting in improved leadership and performance on the individual, group, and organizational levels.

The practical and proven tools and techniques Studerreveals are designed to align your goals, behaviors, andprocesses in a way that virtually guarantees leadership excellence, vastly improved customer relations, and organizational outcomes. The Results That Last methodology provides real, workable solutions that help you:

  • Standardize the behavior and responses of leaders to ensure a consistent experience for employees and customers

  • Align processes to lessen confusion andincrease effectiveness

  • Bring leaders in line with organizational goalsand values

  • Adopt and master key tactics like Rounding for Outcomes and Managing Up

  • Determine what employees need and want from leadership and how to deliver it, creating better morale and increased personal accountability

  • Employ an objective evaluation system that keeps leaders on track to reach organizational goals and achieve personal excellence

Results That Last helps you develop standardized leadership practices that will survive in your organization much longer than any individual leader or team. The result is better strategy, better employee and customer relations, and bigger long-term profits. With the right practices in place, your organization's success won't depend on individuals. Instead, excellence will be hardwired into your culture—giving you a sustainable, tangible advantage over the competition.

From the Back Cover

Praise For Results That Last

"Quint Studer is a superb communicator with a deep belief in the power of relationships. His informal tone, sense of humor, and real-world stories bring his business principles to life. Results That Last has a vital, optimistic quality that will keep readers re-reading long after other leadership books have been relegated to a dark corner of the shelf."
—Nido Qubein, author of How to Get Anything You Want; President, High Point University; Chairman, Great Harvest Bread Company; and founder, National Speakers Association Foundation

"Results That Last is long overdue and fills a big gap in effective business management. There are legions of books that show us the way to achieve successful results in business, but very few that teach us how to institutionalize success. In reality, achieving success is the easy part. The real challenge is to achieve results that last. Quint Studer not only proves it is possible to hardwire a culture for lasting results, but lays out a simple, logical, and effective way to do so. Anyone who wants to make success a habit needs to read this book."
—Bob MacDonald, former CEO, Allianz Life of North America and author of Beat the System: 11 Secrets to Building an Entrepreneurial Culture in a Bureaucratic World

"I have always been fascinated by how the various parts of an organization work together to achieve strategic objectives. In Results That Last, Quint Studer explores the complex subject of performance improvement in a fresh, readable, and easy-to-grasp way. By standardizing certain business practices and leader behaviors, any company in any field can create an environment that allows it to achieve and sustain long-term results."
—David F. Giannetto, coauthor of The Performance Power Grid: The Proven Method to Create and Sustain Superior Organizational Performance


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Product Details

  • Hardcover: 320 pages
  • Publisher: Wiley; 1 edition (October 19, 2007)
  • Language: English
  • ISBN-10: 0471757292
  • ISBN-13: 978-0471757290
  • Product Dimensions: 6.4 x 1.1 x 9.3 inches
  • Shipping Weight: 1.2 pounds (View shipping rates and policies)
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (30 customer reviews)
  • Amazon Best Sellers Rank: #109,457 in Books (See Top 100 in Books)

More About the Author

Quint Studer is the founder of Studer Group®, a Huron Healthcare solution. A recipient of the 2010 Malcolm Baldrige National Quality Award, Studer Group is an outcomes firm that implements Evidence-Based Leadership systems and practices to help organizations achieve, sustain, and accelerate performance in service, quality, finance, people, and growth.

Studer has been in the healthcare field for over 31 years and spends much of his time creating and sharing best practices with hundreds of healthcare professionals each month. A frequent keynoter at national and organization events, he regularly meets with healthcare leaders around the country at client engagements and Studer Group-sponsored institutes. He is also a frequently interviewed healthcare leader in the national media.

Inc. magazine named Studer its Master of Business, making him the only healthcare leader to have ever won this award. Twice, Modern Healthcare has chosen him as one of the 100 Most Powerful People in Healthcare. In March 2014, he was also named one of the 40 Smartest People in Healthcare Today by Becker's Hospital Review. In September of 2014, he was the first ever recipient of Modern Healthcare's Healthcare Marketing Visionary IMPACT Award. Studer is currently part of the 21st Healthcare Leadership Curriculum Task Force at Harvard Business School.

He has served as a board member at the Association of University Programs in Health Administration (AUPHA) and the Healthcare Financial Management Association (HFMA). He has also served as a think tank panelist in Washington, D.C., and is faculty in residence at George Washington University and a guest professor at Cornell University. He currently serves on the board of a major healthcare system. In addition, he serves as an entrepreneur in residence at the Center for Entrepreneurship at the University of West Florida, College of Business.

Besides Healing Physician Burnout, Studer has written and contributed to a number of books. Maximize Performance was written for education and was released in January 2015. A Culture of High Performance, released in 2013, helps organizations achieve higher quality at a lower cost. His first book, Hardwiring Excellence, a BusinessWeek bestseller, is one of the most-read leadership books ever written for healthcare. More than 700,000 copies are in circulation. His book Results That Last hit the Wall Street Journal's bestseller list of business books.

In addition, he is also the author of Straight A Leadership, 101 Answers to Questions Leaders Ask, and The Great Employee Handbook.

Customer Reviews

Most Helpful Customer Reviews

Format: Hardcover
In the Introduction to this book, Quint Studer makes the following assertion: "Standardize the right leadership practices and you will find that organizational performance improves across the board...and stays improved." More specifically, results-driven leadership at all levels and in all areas will achieve and then sustain outstanding performance throughout the given enterprise. That's obvious. Here's the challenge: To get the right goals, the right behavior, and the right processes in proper alignment. More specifically:

1. Have stretch goals that everyone understands and supports, then measure performance in terms of progress toward achievement of those goals. At all times, know what is most important and focus on doing it.

2. View behavior from two separate but related perspectives: values and productivity. At companies such as GE and Southwest Airlines, for example, there is zero tolerance of inappropriate behavior no matter how productive the given offender may be. At the same time, people are expected to produce results (Jack Welch calls it "hitting the numbers") or seek career opportunities elsewhere.

Note: I agree with Studer that the behavior of all supervisors must be "standardized," at least to the extent that they have impeccable character, know their stuff, provide constructive criticism whenever it is needed, earn and remain worthy of trust, and do everything humanly possible and appropriate in the best interests of those entrusted to their care. That said, allowances must be made for differences in personality, lifestyle decisions, avocations, etc.

3. Make all processes as simple as possible...but no simpler.
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9 of 11 people found the following review helpful By J. R. Gordon on November 7, 2007
Format: Hardcover Verified Purchase
Those familiar with the author or The Studer Group's work, may assume that this is another look at how to better manage America's hospitals. Nothing could be further from the truth. The author's direct writing style, supported by many real life examples, and a goodly portion of common sense make this a valuable addition to any manager's bookshelf - or better yet, their briefcase.

The book has several sample instruments that help the reader move from having an interest in the subject of leadership to actually doing it. As a working management consultant, I've ordered copies of this book for the leadership team of my current struggling client - who is not in healthcare.

Quint's recommendations may sound difficult to some and too simple to others, but, in my mind, they are practical and beneficial to any organization, small or large, that wants to step up their achievement.
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2 of 2 people found the following review helpful By Paul E. Herr on December 10, 2010
Format: Hardcover Verified Purchase
I'm an expert on human emotions and motivation, and I wrote a book on the subject last year titled, "Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance." In Primal Management I argue that human beings are elegantly designed to be self-motivated, self-managing and self-organizing without the need for an army of overseers or thick rule book.

At first glance, "Results that Last" seemed diametrically opposed to my naturalistic formulation. When I first started reading, I was put-off by the structure, procedures and systems-of-control that Quint Studer was recommending. It all seemed too machine-like, oppressive, out-dated, top-down, and command-and-control; like a management tome from 1942.

Then I discovered that underneath all the strategy, tactics and control, the book had a heart. The leadership recommendations that I made in Primal Management, it turns out, were nearly identical to Studer's. Studer's discipline and structure seemed less onerous once I discovered that I agreed with the overall direction he was headed. After all, if there is a way to do something that yields the best results, then why not drill it into people and make sure everybody complies.

Studer's structure made more sense once he pointed out that most companies have no standardized leadership "best practices." Managers dream up their own, idiosyncratic approaches based upon God knows what; maybe war movies, John Wayne westerns, or perhaps uncle Gus's incoherent babbling over Thanksgiving dinner. Studer's discipline, it turns out, was calculated to bring order to the slipshod chaos that reigns inside most corporations. Studer is particularly tough on the way managers treat, or mistreat, their employees.
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Format: Hardcover Verified Purchase
Many organizations can squeeze out good results in the short term. Sustainability is often the bigger challenge.

Leadership is the key - and best metric - associated with organizational achievement. A workforce will typically have a range of managerial and leadership styles, and that diversity is usually a good thing. But a certain amount of standardization helps employees manage expectations and, therefore, consistency in results.

People perform best when they regard their work as purposeful, beneficial, and meaningful. This book provides some good ideas on creating and maintaining such an environment.
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