Prove it! : how to create a high-performance culture and measurable success

Intro -- PROVE IT! -- Contents -- About the author -- Acknowledgments -- Preface -- Part I What are you trying to prove? -- Chapter 1 The territory of high performance -- It starts with purpose -- The importance of clarity -- The high-performance organisation -- Models of excellence -- High performance and the bottom line -- Chapter 2 Evidence-based leadership -- The rise of evidence-based management -- Leaders hold the space for high performance -- Chapter 3 Knowing is a double-edged sword -- Evidence cuts both ways -- Transparency, accountability, impotence -- Chapter 4 How to become an evidence-based leader -- The foundation of high performance is measurement -- The habits of evidence-based leadership -- The mindsets of evidence-based leadership -- Mindsets for Direction -- Mindsets for Evidence -- Mindsets for Execution -- Mindsets for Decision -- Mindsets for Action -- Mindsets for Learning -- Part I In summary -- Part II Habits of evidence-based leadership -- Chapter 5 Direction: Make it understood and it will be measurable -- Direction means strategy -- Results, not actions -- Aligning projects with results -- Marrying results-oriented and project-oriented thinking -- No weasel words -- There's no good reason to keep weasel words -- What to replace weasel words with -- Be ruthless -- Should, can, will -- Simplify by visualising -- Chapter 6 Evidence: Anything that matters can be measured -- Evidence means measuring -- Scorecards aren't measures -- PuMP -- Is measuring performance a keystone habit? -- Learning, not judging -- Holding people accountable with KPIs can do more harm than good -- A tool in their hands, not a rod for their back -- Measure results, not people -- What is a KPI owner accountable for? -- A new accountability paradigm -- Evidence before measures -- Building a performance measure.