Thrive: The Leader's Guide to Building a High-Performance Culture
Thrive teaches leaders how to create clarity and alignment around what high performance looks like and how to replicate it at scale, identify and eliminate barriers to performance excellence, effectively align individual and team priorities with those of the company, and build organizational systems and processes that accelerate business and financial results.
Purchasing Thrive also gives readers access to more than twenty accelerators—downloadable tools, templates, and artifacts to help leaders implement the processes and practices that Andrew and Paul share throughout the book.
Reviews (35)
Read THRIVE if you want to make an impact and see results!
I highly recommend this book if you are a leader who is not only passionate about learning, growing, and pursuing your best self - and is looking to accelerate the performance of your organization and improve employee engagement. Thrive is hands down the most practical and comprehensive guide I have come across for business leaders. Andrew and Paul offer leaders the secret sauce on how to shift the performance curve (to have more higher performing employees) and change the trajectory of their organization. This is a book you will want to read through, and then continue to refer back to as your blueprint. You will learn fundamental skills, strategies, and insights that will help you produce lasting and meaningful change and transform the workplace. Grab a copy today if you want to make a ripple of impact - you will thrive, your people will thrive, and your organization will thrive. I can't think of any time better than now to THRIVE.
Well-Researched, Actionable, High-Impact, and an Enjoyable Read!
“Thrive: The Leader’s Guide to Building a High-Performance Culture” by Andrew Freedman with Paul Elliott is a must-read book for leaders who are ready to transform their organizations for the better. The book is well structured, broken down into a process that is easy to follow. I found the writing detailed but accessible and pleasantly free of business-school jargon. Instead, the authors explain the process (which is backed by research), provide compelling examples and case studies, and then provide leaders with the tools to go and implement these kinds of changes and improvements within their organizations. It makes for a winning, and highly readable, formula. I particularly appreciate the rigor and research behind the high-performance framework presented in the book. This is a process and that is backed by organizational psychology and the study of human behavior and performance, and tested out over decades within organizations. I also really enjoyed the inclusion of the Accelerators – tools and resources you can download directly to begin doing the thoughtful analysis and planning required to institute lasting organizational change. If you look at your organization and can see the barriers—or maybe more importantly if you can’t see them but know that they are there—you owe it to yourself to check out Thrive.
A System For Building Rock Stars
If you are looking for the right approach to building a high performing organization - this is definitely it. This book is my kind of read - it gets to the point. Honestly, I've read a lot of performance improvement books over the years, and a lot of them are simply curated business cases unrelated to one another, motivational management mantras, or other fluffy stuff. Often interesting, but rarely helpful. What I like about this book is that the authors lay out a logical system for improving performance by exposing and nurturing the attributes of star performers. It isn't cheerleading - it is telling you precisely how to get results. I guarantee you will find yourself nodding in agreement throughout the book, because it just makes so much sense. I think anyone in a management role of any kind could use the approach laid out here to make their people better at what they do. Read it, and then read it again. You're welcome.
Immediate results with our Teams
This book, Thrive, immediately inspired me and my managers to create a better environment for our teams to not only succeed but THRIVE. I powered through the book and will read it again to reenforce the pertinent information. Andrew's passion for helping companies like mine is evident in the depth and thoroughness within the book. This is not only a book for businessmen and women. Everyone will take away something that can be used in daily life/family life as well. This is not your run of the mill read. Take the time to read it, absorb it, and then get ready to implement. Thank you to Andrew for this gift.
Practical, Insightful, Achievable
“Thrive: The Leader’s Guide to Building a High-Performance Culture” by Andrew Freedman with Paul Elliott is a fabulous resource for helping leaders raise the bar on performance. Clearly written, well researched, and based on years of experience, Freedman and Elliott offer guidance that many organizations desperately need.
The key to a winning culture
This book is pure GOLD for any executive looking to improve their leadership and create a high-performing/winning culture. Not many leadership books give you the opportunity to walk away with actual tools and templates that you can use immediately. This book has made me better and I encourage ANYONE looking to level-up their leadership in 2021 to read and take action – lets go!
A Must Read for those who are and want to become better leaders
A well-written and well-planned book. It is packed with great research as well as cases that make it an easy read. The information is timely especially as organizations are working to keep momentum going and employees happy during all the workplace/day changes. I have recommended it to many people and should be an addition to leadership and business programs.
Practical and actionable
THRIVE is a very practical and actionable book that will definitely help leaders improve their organizations. The Exemplary Performance System is particularly useful for overcoming most organizational challenges. I also love the idea of the Role Excellence Profile as a catalyst for change, as well as the notion that leaders must start with a clear definition of success and then reverse-engineer their organizations to enable that.
A must read for leaders who want to drive high performance in their organization
This is a must read for any senior executive searching for a way to help their organization gain a competitive advantage, level up their leadership game, to drive predictable results from employees to deliver value to their organization and customers. As an executive leadership coach and high-performance consultant, I'm constantly searching for books, tools, and resources to help my clients think differently about how to get better results for their team and their organization. THRIVE is one of the most approachable, practical, yet comprehensive book to help senior executives learn how to create the conditions for their people to consistently deliver more value to their organization and customers. The authors outline the science-backed proven methodologies leaders can use to rethink how they're using (or underutilizing) the fundamentals of performance management, reward and recognition, coaching, mentoring, employee development, etc. and when those fundamentals are misaligned or misused in a way that slows or inhibits employees to show up and deliver results. Aside from being practical wisdom, the authors take care to really define and unpack what they mean by high performance, how leaders can more effectively reinforce behaviors that deliver results (and avoid the ones that don't) and how to refine their perspective on "what good looks like" for a particular role or position in the company. A huge bonus of the book is that the authors provide 20+ digital tools to accelerate their application of the methodologies in the book. You can immediately work with templates and resources referenced within THRIVE to start changing how you think about and drive high performance.
How and why strategic initiatives achieve breakthrough, high-impact results
First, I want to commend Andrew Freedman who -- with substantial assistance from Paul Elliott -- makes brilliant use of several reader-friendly devices throughout the lively and eloquent narrative. They include "THRIVE Accelerators (e.g. tools, templates, or examples that llluminate and energize key insights and issues)," "THRIVE Reflection" interactive exercises, mini-case studies, and an "In Summary" review of key points in each chapter. As I began to read this book, I was again reminded of Peter Drucker's assertion that "Culture eats strategy for breakfast" and perhaps for lunch also. In Leading Change, James O'Toole suggests that the strongest resistance to change initiatives is cultural in nature, the result of what he so aptly characterizes as "the ideology of comfort and the tyranny of custom." Freedman wrote this book in order to share his thoughts about the dos and don'ts to keep in mind when attempting to establish a high-performance culture. One of the most difficult challenges is to get those involved to think differently about change. Thriving is an admirable goal but surviving tends to be more urgent. Moreover, as Marshall Goldsmith reminds survivors, "what got you here won't get you there." In fact, it won't even let you stay here. In or near the downtown area in most cities, there's a farmer's market at which (at least pre-COVID) a few merchants offer samples of their wares. In that same spirit, I now share several brief excerpts that suggest the thrust and flavor of Freedman's thinking: o "A thriving enterprise requires employees to understand how their contributions, results, and accomplishments link to the organization and its strategic intent." (Page 33) o "Three organizational organizational influences -- Environments, Systems, and Resources; Expectations and Feedback; and Rewards, Recognition, and Consequences -- align to comprise overall corporate culture." (69) o "For an organization and its employees to thrive, there must be alignment of the three individual influences: capacity and job fit, skills and knowledge, and motivation and preferences...They reflect the totality of the individual, and none outweighs the others -- they must all fit together in a harmonic mosaic." (103) o "Creating clarity around what excellent performance looks like and using the new standard as the design point for recruiting, hiring, onboarding, training, coaching, performance management, and career mobility can have a significant impact on your organization's top -- and bottom-line business results." (124) o "Organizational momentum comes in a position to ove your organization to a halt when employees can't see how their role fits in with the strategy -- distance and disconnection create disengagement and, ultimately, diminished performance...[Focus on] measuring what matters most and putting your people in a position to move your organization forward." (146) o "New initiatives will not deliver the intended benefits with a fractional focus or effort. Leaders must set the example of full commitment to an execution and implementation effort that delivers the intended business outcomes." (168) o "Get your head right...In order to bridge the gap between strategy and execution, leaders need to understand the that providing steadfast leadership amidst chaos, clarity and certainty during times of great ambiguity, and fortitude when it would be easier to relent and retreat are defining characteristics that form the foundation of a high-performance culture." (189) o "'Good' results put you out of business. 'Great' results keep you in the middle of the pack. Organizations that THRIVE set new standards for business." (194) These are among the WHATs of building a high performance culture. (Presumably the WHYs are self-evident). The exceptional value of THRIVE is derived from how well Andrew Freedman explains the HOWs. * * * FYI: Paul Elliott designed the Exemplary Performance System (EPS), the framework that he and Andrew Freedman use to help leaders "view the world through a different lens. It helps create a path to process improvement, employee engagement, and consistent, higher levels of performance. The six influences of the EPS originated from the work of Tom Gilbert."
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