TUM Library

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Preface -- Author -- Acknowledgments -- Introduction -- 1 The Performance Trilogy[sup(®)]: The Fundamental Processes of High Performance -- Strategy-The Blueprint of Performance -- Execution-Turning Intentions into Actions -- Leadership-The Quarterback of Performance -- Chapter Summary -- Strategy -- Execution -- Leadership -- References -- 2 A Leadership Framework: Leading the Performance Trilogy[sup(®)] -- Leading-Inspiring Faith in the Strategy -- Is the Destination Desirable? -- Is the Destination Achievable? -- Is the Destination Beneficial? -- Managing-Building Confidence in the Execution -- Coaching-Gaining Trust through Development -- Chapter Summary -- References -- PART I: PERSONAL LEADERSHIP: PERSONAL MASTERY THROUGH LIFELONG LEARNING AND SELF-DISCOVERY -- 3 Are You Ready to Lead?: Leadership Is Personal -- Estimating the Magnitude of the Challenge -- Calculate the Degree of Difficulty of the Assignment -- Estimate Your Level of Influence -- Inventory Your Assigned Resources -- What Are the Key Attributes You Bring to the Leadership Challenge? -- Examine Your Motives -- Discover Your True Talents -- The Importance of Self-Awareness -- What Is Self-Awareness? -- Why Is Self-Awareness So Important -- Increasing Your Self-Awareness through Exploration and Lifelong Learning -- Chapter Summary -- References -- 4 Leadership Attributes: Nine Essential Attributes That Ensure Success -- Critical Leadership Attributes -- Imagination-The Ability to Look at What Everyone Else Looks at, and to See What No One Else Sees -- Courage-The Ability to Act Despite Considerable Risks -- Persuasiveness-The Ability to Influence -- Critical Management Attributes -- Conscientiousness-The Motivation and Discipline to Be Thorough and Dependable.

Productivity-The Ability to Manage One's Energy and Focus -- Discernment-The Ability to Consistently Make Good Decisions Based on Cognitive and Intuitive Judgment -- Critical Coaching Attributes -- Integrity-Behavior That Is Genuine in Words and Actions -- Empathy-The Willingness to Walk a Mile in Another's Shoes -- Teaching Skills-The Ability to Foster Self-Learning in Others -- Chapter Summary -- Leadership Attributes -- Management Attributes -- Coaching Attributes -- References -- PART II: MANAGERIAL LEADERSHIP: LEADING TEAMS -- 5 Transitioning from Me to We -- I Am Excited about the Opportunity of Becoming a Manager -- I Am Worried about the Challenge of Becoming a Manager -- Managerial Roles, Responsibilities, and Expectations -- Transitioning to a Management Role Will Be Both Exciting and Challenging -- Developing a Managerial Identity and Style -- Do Your Homework -- Chapter Summary -- References -- 6 The Art of Supervision -- Take Control of Your Agenda -- Get Organized -- Important/Urgent Activities -- Important/Nonurgent Activities -- Nonimportant/Urgent Activities -- Nonimportant/Nonurgent Activities -- Focus Most of Your Attention on Your Staff -- Surround Yourself with Talented and Motivated Staff Aligned with Your Vision and Values -- Set High Performance Standards Starting with Yourself -- Critically, Honestly, and Frequently Evaluate Performance -- Coach up Your High Performers -- Marginalize Your Low Performers -- Chapter Summary -- References -- 7 Project Leadership -- The Transition to Project Leadership -- The Importance of Project Leadership -- Technology-Based Business -- Business Development in a Technology-Based Business -- Staff Development in a Technology-Based Business -- Business Management in a Technology-Based Business -- The Customer Service Model -- What Is a Traditional Product-Driven Company?.

STEP 5. Market Analysis-A Thorough Knowledge of Market and Industry Trends -- STEP 6. Stakeholder Requirements-A Clear Understanding of Additional Stakeholder Requirements Which Could Include Regulatory, Political, and Social Factors That Could Positively or Negatively Affect the Organization's License to Operate and Its Brand Image -- STEP 7. Strategy Synthesis-Collecting and Synthesizing Disparate Data and Information into Actionable Intelligence on Which to Make Decisions -- Mission, Vision, and Values -- Developing a Strategic Agenda -- Market Strategy -- Product Strategy -- Resource Strategy -- A Staffing Strategy That Ensures Sufcfiient Depth of Talented and Motivated Staff -- A Financial Strategy That Maximizes the Use of Available Funds -- A Strategy to Acquire Expensive Facilities and Equipment -- Regulatory Strategy -- Make the Regulatory Agency Your Partner, Not the Enemy -- A Regulatory Strategy Must Be Supported by Comprehensive and Unbiased Scientific Data Where the Potential Downside Risks Are Not Minimized -- Develop a Transparent Communications Strategy with the Public -- Stakeholder Strategy -- Client Strategy -- Supplier Strategy -- Community Strategy -- Chapter Summary -- References -- 10 Managing the Execution: Translating Your Strategic Agenda into Actionable Objectives and Managing to Achieve Those Objectives -- Ensuring That the Strategy Is Rigorously Translated into Performance Objectives That Are Actively Managed throughout the Organization -- Developing Annual IOs That Ensure Meeting Your Strategic Thrusts -- Establishing Key Performance Indicators and Milestones to Measure whether the IOs Are Being Met -- Cascading and Aligning the IOs to Every Level of the Organization -- Conducting Monthly and Quarterly Review Meetings at Each Management Level to Report on Progress versus Plan -- Strategic Performance Management.

Strategic Review Meetings -- Rationale -- Schedule -- Attendees -- Purpose -- Preparation and Inputs -- Agenda -- Expected Outcomes -- Follow-Up -- Best Practices -- Meeting Tools -- Operational Performance Management -- Operational Review Meetings -- Rationale -- Schedule -- Attendees -- Purpose -- Preparation and Inputs -- Agenda -- Expected Outcomes -- Follow-Up -- Best Practices -- Meeting Tools -- Communicating Any Progress Shortfalls and Actions to Be Taken to Correct Them -- Chapter Summary -- Pitfalls -- References -- 11 Coaching the Development: Coaching Is the Missing Ingredient in High Performance -- Staff Development and Renewal -- Coaching for Development -- Coaching for Performance -- Balancing Organizational and Staff Needs-The True Meaning of Alignment -- Chapter Summary -- References -- 12 Putting It All Together: Leading Is a Team Sport -- Executing the Performance Trilogy[sup(®)] -- Balancing Performance and Development -- It's All about Talent Management -- References -- Index.

R&D Leadership: Mastering the Fundamentals for Engineers and Scientists lays out practical strategies for improving personal, team, and organizational performance in technology organizations. The roles of leadership, management, and coaching have been defined and integrated with examples from technology organizations. Examples include assessing one's leadership skills for adding value to an organization; making the transition from "me" to "we" in taking on a supervisory position; and avoiding the dual traps of micro-management and macro-management, by engaging direct reports in an "active management" process. A complete set of instrucrional PowerPoint slides will accompany the text.

OCLC-licensed vendor bibliographic record.