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Run Improve Grow: Your Roadmap from Firefighting to Bold Business Growth Hardcover – July 16, 2014
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Leaders are committed to improving and growing their business, but all too often they find themselves mired in operational details and daily issues, leaving no time to pursue bold visions. Work is so unpredictable, unreliable, and complicated that managers are stuck firefighting in the front line.
Run Improve Grow is a call to action for these leaders: to instill in their frontline workers a bold sense of confidence and an “I run this place!” mindset that reflects pride and ownership of their critical role. With an empowered and confident front line, leaders no longer have to dash from urgency to emergency solving problems with barely any time to think. Instead, leaders can focus on big-picture, bold strategies for improving and growing their business.
Run Improve Grow provides readers with proven tools, techniques, and processes for breaking the firefighting habit, including World Class Time Allocations standards, What Went Well Daily Huddle scripts, and how to raise the Bar of Excellence to create responsive, innovative, and nimble organizations.
The roadmap in Run Improve Grow has near-universal applicability. The principles work for any organization. No matter how unique the situation or how specialized and different the industry, Run Improve Grow helps leaders break away from business as usual and start heading toward bold, perpetual growth.
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The "Fearless Front Line" will challenge you as the organizational change agent, and as the leader. What would I really do if I was not afraid, if I were "fearless?" This book certainly equips you with the correct processes, systems and thinking to move your Company and those that work within it to excellence, to being "fearless". If you truly believe your people are the "best asset", and you truly want organizational change and improvements and you want to take responsibility for leading and developing them to "excellence", then you will need to purchase this book and read it through and apply the principles that Ray Attiyah so openly shares.
This is NOT a book to read once and place onto your shelf with all the others, use it like your GPS when you road travel, use it as a tool over the next several years to strategically maneuver over, around and straight through obstacles.
Apply Ray's principles and the RIG model throughout your Company over the next 90 days and involve the employees in the process, sharing all the techniques and tools outlined, perfectly written and placed, from cover to cover, sequentially forward, linking and hooking you in all the way through very easily. These are my plans, I purchased the remaining 19 books available yesterday afternoon on Amazon, I'm personally delivering them to those who need these technologies and who will indeed make up our Company's "Talent Fleet".
I am choosing to "not know" any longer and take charge using this book to guide me and help me become "fearless" and inspire those around me to do the same, that makes me different than most, it makes me "fearless".
I can't wait to read the next book from Ray Attiyah!
Ray takes the mystery out of teamwork through a straightforward approach of matching people, talents and activities. It frees up leaders to lead, managers to manage (and inspire) and the front line to self lead/manage/inspire. While the steps are simple, they are not necessarily easy. It will take courage and persistence to make this work. However, the results will be beneficial to all involved.
If you are in a startup, now is the time to lay your fearless groundwork and grow a spectacular, Apple-worthy company.
He wrote this book in response to the two questions posed in the title of my review. Its title refers to preventing or releasing leaders (especially front line leaders) from becoming or remaining hostage to what James O'Toole so aptly characterizes as "the ideology of comfort and the tyranny of custom." As Attiyah carefully explains, the RIG components (Run, Improve, and Grow) are separate but interdependent. An organization cannot run smoothly and efficiently unless it has the right people in place. Otherwise, it cannot improve its operations and thus, in turn, it cannot achieve (must less sustain) profitable growth. In my opinion, the Ritz-Carlton Hotel Company offers the best example of the RIG model: All of its 38,000 employees (including housekeepers, valet parkers, and serving staff members) are empowered to resolve complaints. In fact, any employee who receives a guest complaint or concern then "owns it" and is authorized to resolve it as she or he sees fit to a monetary limit of $2,500.
These are among the dozens of passages that caught my eye, also listed to suggest the scope of Attiyah's coverage.
o How Do Frontline Employees Perceive Marathon Managers? (Pages 17-20)
o What Are the Elements of a Fearless Culture? (29-31)
o What Are the Impediments to a Fearless Culture? (32-34)
o How Do You Develop a Fearless Culture in the Run? (38-52)
o What Are Some Common Roadblocks to Momentum? (64-71)
o What Impact Do Misaligned Management Systems Have on Collective Behaviors? (82-85)
o What Does It Take to Create a New Leadership Style? (87-103)
o How Do Proactive Improvements Differ from Reactive Improvements? (109-114)
o What Is the Relationship among Reliability, Quality, Bold Promises, and Organizational Success? (137-140)
o How Do You Make Sure Bets? (156-162)
o What's Involved in Assembling Grow Teams? (166-171)
o How Do You Assemble a Talent Fleet? (178-184)
o Retaining the Best Talent (184-186)
On Page 193, Attiyah observes, "Be fearless but not reckless. Give those around you a unified vision and purpose for organizational peak performance. Then, find ways to help them maximize their strengths to spark your organization's confidence. [Note: Ritz-Carlton employees share `WOW' stories each day.] The result will be that the best and brightest will flock to your door, your website, and your social media pages in hopes of finding their way into your organization to help them achieve their bold growth. And that's the foundation you need for a lifetime of sustainable growth as a Run-Improve-Grow organization."
I realize that no brief commentary such as mine can do full justice to the material that Ray Attiyah provides in this volume but I hope that I have at least suggested why I think so highly of it. Also, I hope that those who read this commentary will be better prepared to determine whether or not they wish to read the book and, in that event, will have at least some idea of how to "liberate" their leadership potentialities from both self-imposed and external limitations so they can help the given enterprise to achieve and then sustain profitable growth.