This guide is intended to help senior decision makers and managers across the public services to design or redesign their organisations’ performance management systems. Public sector organisations have grown used to externally imposed requirements to report information on their costs and activities, but this is set to change. The policy and practice of national external performance measurement is being rolled back.

Read more on THE PERFORMANCE PULSE: MANAGING PERFORMANCE TO ACHIEVE STRATEGIC OUTCOMES…

The current development of Community Budgets, both at the neighbourhood and whole place levels, is based on the pioneering experience of the Total Place pilots of 2009/10. This guide distils the learning from the pilots.

Read more on TOTAL PLACE PRACTITIONERS GUIDE…

Manfred Kets de Vries throws the spotlight on the secrets of building high performance teams. He presents the case for leadership group coaching as an experiential training ground for learning to function as a high performance team.

Read more on THE HEDGEHOG EFFECT…

In Visual Teams, David Sibbet uses visual tools and methods to help teams—both face-to-face and virtual—reach high performance in today’s work environment.

As teams become more and more global and distributed, visualization provides an important channel of communication—one that opens up the group’s mind to improving work systems and processes by understanding relationships, interconnections, and big picture contexts.

Read more on VISUAL TEAMS: GRAPHIC TOOLS FOR COMMITMENT, INNOVATION AND PERFORMANCE…

Stephen Drotter explains the importance of getting the right performance at every level of leadership. It’s not enough to build an organisation full of people with leadership skills. The Performance Pipeline digs deep into the real work of getting results at each leadership layer.

Read more on THE PERFORMANCE PIPELINE…

Marilyn J. Davidson and Ronald J. Burke set out facts, figures and analysis from more than 30 experts. They examine evidence that helps in understanding the values, norms and cultural issues bearing on the progress or otherwise of women in organizations.

Read more on WOMEN IN MANAGEMENT WORLDWIDE: PROGRESS AND PROSPECTS…

We live in a challenging, complex, inter-connected and unpredictable world beset by a range of seemingly insoluble problems. But, says Michael Fullan we have an increasing understanding of how to tackle complex change. This involves developing a new kind of leader: one who recognizes what is needed to bring about deep and lasting changes in living systems at all levels.

Read more on CHANGE LEADER: LEARNING TO DO WHAT MATTERS MOST…

The author, David Wastell, describes the pressure public services are under from all directions. They are required to be cheaper, more efficient, more effective, less wasteful, more ‘joined-up’, more in touch with people’s needs, leaner, less bureaucratic …

Read more on MANAGERS AS DESIGNERS IN PUBLIC SERVICES: BEYOND TECHNOMAGIC…

Jill Flynn, Kathryn Heath and Mary Davies Holt look at the reasons why women hold just 11 percent of the most senior-level leadership positions in U.S. Corporations—a number that hasn’t changed in over 30 years. They argue that there is a need to break rules in order to change the patterns of thinking that block women’s paths to power.

Read more on BREAK YOUR OWN RULES: HOW TO CHANGE THE PATTERNS OF THINKING THAT BLOCK WOMEN’S PATHS TO POWER…

We stand on the doorway of the Relationship Age, says Sabina Spencer. With rapid connections now possible through the internet and digital technology, we feel the links between us more strongly than ever before.

Read more on THE HEART OF LEADERSHIP: UNLOCK YOUR INNER WISDOM AND INSPIRE OTHERS…