Don Young draws both on the best research on what builds high performance and also on a lifetime of his and colleagues' hard and sometimes comical experience of success and failure. In a very readable way, he has blended experience with a rich understanding of the economic, financial, organisational, psychological contributions to building high achievement. This is topped by a profound examination of the positive and negative aspects of organisational politics and drawn together in practical guidance of how to plan and implement sustainable performance improvement.
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