01867nam a22002057a 4500003000400000005001700004008004100021020002200062028005800084040002400142082001800166100002100184245010400205260005300309300000800362500035100370504090400721650001501625650002101640OSt20181126122027.0181116b           ||||| |||| 00| 0 eng d  a978-81-291-5085-1  bAllied Informatics, Jaipurc5606d13/11/2018q2018-19  aBSDUbEnglishcBSDU  a658.4092bELD  aEldridge, Murray  aAchieving High Performance: How to Apply Winning Principles of Sports Coaching in Your Organization  aNew DelhibRupa Publication India Pvt, Ltdc2018  a197  aAchieving High Performance seeks to answer a key question: ‘Are leaders getting the same performance out of their “followers” at work as coaches get out of their athletes in sports?’ If not, why? By combining current ideas of leadership in business with relevant elements of modern coaching in sports, the book shows that high performance  aContents:
PART 1 COACHING IN SPORT AND ITS USEFUL APPLICATION IN ORGANISATIONS
1. Why companies are average and leaders get rewarded
2. Coaching and leadership: differences and similarities
3. Success and failure: the acid test of competition
4. The performance triangle (static mode)
5. The performance curve: the triangle over time
6. Psychology in spot and business: I think therefore I can
PART 2 ADAPTING AND APPLYING COACHING CONCEPTS AND MODELS FROM SPORT INTO BUSINESS
7. Setting the scene: do average organisations need leaders?
8. Setting the tone: creating the high-performance environment
9. Talent selection: securing high-performance people
10. Talent development for high performance
11. Internal measurement for high performance: the performance appraisal system
12. External measuring for high performance: competitor comparison
13. What is required of the high-performance leader?
  aManagement  aEntrepreneurship