Cover -- Contents -- List of Figures and Tables -- About the Author -- Introduction -- Case Study: A 15 Million Productivity Increase in Two Years -- 1 Overview - Understanding the Full Performance Conundrum -- Overall Organisational Performance -- Unit/Department Performance -- Team Performance -- Individual Performance -- Leading the High-performing Organisation -- Chapter Summary -- Taking the First Step to a High-performing Organisation -- 2 Overall Organisational Performance -- The Vision into Action Process -- Linking with the Leadership for Performance Model -- Chapter Summary -- Taking the Second Step to a High-performing Organisation -- 3 Unit/Department Performance -- The 'Mini' Organisation -- Research and Diagnosis -- Version of the Vision -- Executive Responsibility -- Mapping and Flow Charting -- Cooperation with Other Units/Departments -- Leading Change -- Coaching for Performance -- Chapter Summary -- Taking the Third Step to a High-performing Organisation -- 4 Team Performance -- A 'Group' is Not a Team - So What is the Difference? -- Teams are Not Always the Answer and Why -- Teams do Not Automatically Perform -- Developing a High-performing Team Can be Hard -- There is a 'Death Valley' with Teams -- Chapter Summary -- Taking the Fourth Step to a High-performing Organisation -- 5 Individual Performance -- Capability -- Recruitment and Induction -- Training, Education or Development? -- Performance Appraisal -- Chapter Summary -- The Fifth Step to Obtaining a High-performing Organisation -- 6 Leading the High-performing Organisation -- The Leadership Environment -- Popular Leadership Approaches -- The Brain's Locus of Control -- Chapter Summary -- Taking the Next Step with a High-performing Organisation -- Additional Resources -- Index.