{"product_id":"leading-for-growth-isbn-9780787986070","title":"Leading for Growth","description":"How any business leader can create an atmosphere of competitiveness for exceptional growth  \u003cp\u003eWhen Ray Davis took over the local 40-person South Umpqua Bank in 1994, many people in the industry poked fun at his insistence that employees answer the phone with a cheery \"World's Greatest Bank.\" Eleven years, $7 billion in assets, and 128 branches (or \" bank stores\" in Umpqua lingo) later, the moniker seems quite apt. Other banks scratched their heads when Davis sent his tellers to Ritz-Carlton to learn customer service and were intrigued when he hired a cutting-edge design firm to completely re-think retail layout. Now, with a top design award under their belt, a name change (there never was a \u003ci\u003eNorth\u003c\/i\u003e Umpqua bank), and a completely new definition of the banking business, Umpqua has become the darling of the entrepreneurial press and a growth powerhouse. The New York Times calls Umpqua \"\u003cb\u003e\u003ci\u003eStarbucks with tellers\u003c\/i\u003e\u003c\/b\u003e.\"\u003c\/p\u003e \u003cp\u003eRay Davis (Portland, OR), named by U.S. Banker as one of the 25 most influential people in the financial industry in 2005, is President and CEO of Umpqua Holdings Corporation. Alan Shrader (Moraga, CA) is an experienced writer and editor of business books.\u003c\/p\u003e \u003cp\u003eIntroduction: There is No Door Number Three 1\u003cbr\u003eThe pursuit of relentless growth has one underlying premise: You get better or you get worse. You can’t stay the same. This book is for all companies that are tired of treading water.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart One: Prerequisites for Relentless Growth 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. What Business Are You \u003ci\u003eReally \u003c\/i\u003eIn? \u003c\/b\u003e\u003cb\u003e9\u003cbr\u003e\u003c\/b\u003eUmpqua started to take off when we decided we were really in the retail business, not just the banking business, and started learning from successful retailers like Nordstrom. This chapter offers advice to help you discover what business you are really in.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Never-Ending Discipline \u003c\/b\u003e\u003cb\u003e23\u003cbr\u003e\u003c\/b\u003eLeaders need to realize that growth is not a project, not a quick fix. You must have the discipline to realize you never have it made.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Have Positive Passion \u003c\/b\u003e\u003cb\u003e30\u003cbr\u003e\u003c\/b\u003eBe relentless about your vision. Know what you stand for. We call ourselves The World’s Greatest Bank. It helps us stand out with our customers, but more than that, it creates positive passion within the company.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. Snap the Rubber Band Syndrome \u003c\/b\u003e\u003cb\u003e40\u003cbr\u003e\u003c\/b\u003eEach of us has a rubber band attached to our backside, connected to tradition. This chapter offers strategies to help people overcome the pull of comfortable routines.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. What’s Going On Behind Your Back? \u003c\/b\u003e\u003cb\u003e49\u003cbr\u003e\u003c\/b\u003eHaving the right strategy is meaningless unless you can execute it flawlessly on the ground. This chapter explains how to put systems in place to inspect the execution of strategy at the lowest level.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Two: Roles of a Leader 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Support Your People—and Hold ’Em Accountable \u003c\/b\u003e\u003cb\u003e59\u003cbr\u003e\u003c\/b\u003eLeaders have many roles, but support and accountability are critical—and they go hand in hand.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Give Them the Power \u003c\/b\u003e\u003cb\u003e69\u003cbr\u003e\u003c\/b\u003eIn the past, the leader was the guy with the answers. Today, you have to empower the people closest to the action to come up with their own answers.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Rise Above the Battlefield \u003c\/b\u003e\u003cb\u003e79\u003cbr\u003e\u003c\/b\u003eLeaders need to rise above the battlefield to achieve a strategic perspective on the company. I explain the tactics I use to get above the fray and—just as important—how I help the people on my executive team do this as well.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Explain Your Movie \u003c\/b\u003e\u003cb\u003e87\u003cbr\u003e\u003c\/b\u003eLeaders cannot delegate the job of explaining their vision for the company—what I call “this movie that’s playing in my head.”\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. Be Real \u003c\/b\u003e\u003cb\u003e94\u003cbr\u003e\u003c\/b\u003eIf you can’t be yourself, you can’t lead. It’s as simple as that.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Three: Master the Basics 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11. Sweat the Small Stuff \u003c\/b\u003e\u003cb\u003e103\u003cbr\u003e\u003c\/b\u003eEvery great company sweats the details. In this chapter, I talk about how great companies such as Disney sweat the small stuff.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12. Who Do You Want on Your Bus? \u003c\/b\u003e\u003cb\u003e109\u003cbr\u003e\u003c\/b\u003eIn \u003ci\u003eGood to Great, \u003c\/i\u003eJim Collins says that you’ve got to get the right people on the bus. I think that is exactly right. But who are the right people?\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13. Keep Your Board Strong—and Informed \u003c\/b\u003e\u003cb\u003e118\u003cbr\u003e\u003c\/b\u003eCompanies can’t move fast if the executive team has to drag the board of directors along with it. This chapter describes how I work with my board to keep us all aligned and on track.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14. Intangibles Matter Most \u003c\/b\u003e\u003cb\u003e128\u003cbr\u003e\u003c\/b\u003eIn a service business like ours, the most important metrics measure things that are intangible.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Four: Marketing, Marketing, Marketing 139\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15. Find the Revolution Before It Finds You \u003c\/b\u003e\u003cb\u003e141\u003cbr\u003e\u003c\/b\u003eRevolutions are going on all the time in consumer preferences, in technology, in marketing, and in other areas. We do a number of things at Umpqua to find these revolutions before they overwhelm us.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16. Your Brand is You \u003c\/b\u003e\u003cb\u003e150\u003cbr\u003e\u003c\/b\u003ePeople don’t like faceless bureaucracies. They like real people, real personalities. We’ve achieved remarkable success by staying true to ourselves. Some people say we’re corny, but it’s who we are—and people respond.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17. Serve the Customer \u003c\/b\u003e\u003cb\u003e158\u003cbr\u003e\u003c\/b\u003eThis chapter details our Universal Associates program: every associate in our stores is trained to be able to handle any task a customer requires. This sharply sets us apart from our competition. What are you doing to set yourself apart?\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18. Put Design into Everything You Do \u003c\/b\u003e\u003cb\u003e165\u003cbr\u003e\u003c\/b\u003eDesign encompasses much more than just the physical layout of stores or products. When design is used effectively, it brings every aspect of your business into alignment so that everything reinforces and supports everything else.\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart Five: Leading Your Culture 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19. Be There \u003c\/b\u003e\u003cb\u003e175\u003cbr\u003e\u003c\/b\u003eMaintaining a culture is like raising a teenager. You’re constantly checking in. “What are you doing? Where are you going? Who are you hanging out with?”\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20. Keep Your Balance \u003c\/b\u003e\u003cb\u003e184\u003cbr\u003e\u003c\/b\u003eLeading for growth is a high-wire act—and there are many dimensions to keeping your balance.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e21. Remember Who You Are \u003c\/b\u003e\u003cb\u003e193\u003cbr\u003e\u003c\/b\u003eThe biggest danger of relentless growth is that your very growth will undermine the qualities that produced that growth in the first place. You’ve also got to know what not to change—what to maintain if you want to stay on track.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e22. Mergers and Acquisitions Done Right \u003c\/b\u003e\u003cb\u003e201\u003cbr\u003e\u003c\/b\u003eA lot of Umpqua’s growth has come from acquisitions, which have the potential to disrupt or dilute the acquiring company’s culture. We have not allowed that to happen.\u003c\/p\u003e \u003cp\u003eConclusion: Making Relentless Progress 211\u003cbr\u003eThe key to growth is making progress every single day.\u003c\/p\u003e \u003cp\u003eAcknowledgments 215\u003c\/p\u003e \u003cp\u003eThe Authors 217\u003c\/p\u003e \u003cp\u003eIndex 219\u003c\/p\u003e  \u003cp\u003e\u003cb\u003eThe Authors\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003cb\u003eRay Davis\u003c\/b\u003e—Ernst \u0026amp; Young’s 2004 Regional Retail Entrepreneur of the Year—is a pioneer of change in the banking industry, revolutionizing how banks look, feel, sound, and operate. He is the president and CEO of Umpqua Holding Corporation and has been featured in the \u003ci\u003eWall Street Journal\u003c\/i\u003e, the \u003ci\u003eNew York Times, Fast Company, BusinessWeek, Business 2.0, Newsweek\u003c\/i\u003e, and CNBC. Umpqua was named to \u003ci\u003eFortune\u003c\/i\u003e Magazine’s “100 Best Companies to Work For” list in 2007. Ray lives with his wife, Bobbi, in Portland, Oregon. \u003c\/p\u003e\u003cp\u003e\u003cb\u003eAlan Shrader\u003c\/b\u003e is managing editor of \u003ci\u003eLeader to Leader\u003c\/i\u003e and an experienced writer and editor of business books.   \u003c\/p\u003e\u003cp\u003eWhen Ray Davis took over the regional South Umpqua Bank (and its five branches) in 1994, many poked fun at his insistence that employees answer the phone with a cheery “World’s Greatest Bank.” Eleven years, $7 billion in assets, and more than 120 bank stores later, many now accept that statement without question. Other banks scoffed when Davis sent his tellers to the Ritz-Carlton to learn customer service. But with two top design awards, a name change, and a completely new definition of the banking business, Umpqua has become a growth powerhouse, increasing 30 times in size. \u003c\/p\u003e\u003cp\u003e\u003ci\u003eLeading for Growth\u003c\/i\u003e tells how \u003ci\u003eany\u003c\/i\u003e business can use the same leadership discipline and creative thinking that made Umpqua Bank get bigger, better, more agile, and more customer focused, and turned it into a relentless competitor. This important book shows how to truly lead—as opposed to manage, plan, or strategize—through extreme growth. Ray Davis’s insights will help you  \u003c\/p\u003e\u003cul\u003e\n\u003cli\u003eDiscover what business you are \u003ci\u003ereally\u003c\/i\u003e in and create your competitive advantage\u003c\/li\u003e \u003cli\u003eBuild an organization with committed employees\u003c\/li\u003e\n\u003cli\u003e Connect marketing strategy and execution on the ground\u003c\/li\u003e \u003cli\u003eCreate learning opportunities for all managers and staff\u003c\/li\u003e\n\u003cli\u003e Fight the syndrome that often pulls people back into old routines\u003c\/li\u003e \u003cli\u003eRise above the day-to-day conflicts to achieve a strategic perspective on your company and where it is going\u003c\/li\u003e \u003cli\u003eManage mergers and acquisitions in ways that support rather than dilute your culture\u003c\/li\u003e\n\u003c\/ul\u003e \u003cp\u003e\u003ci\u003eLeading for Growth\u003c\/i\u003e is written for any leader who wants to create a competitive atmosphere for exceptional growth.   Ray Davis addresses many of the key issues we face in continuing to drive growth at Nike—staying connected with the consumer, leading change, building the brand, and cultivating a strong corporate culture. He offers clear solutions and creative leadership approaches for all business leaders, regardless of industry.\"\u003cbr\u003e —Charlie Denson, president, Nike Brand  \u003c\/p\u003e\u003cp\u003e\"\u003ci\u003eLeading for Growth\u003c\/i\u003e presents an inspiring and powerful set of lessons about growing a company from a leader who has 'been there and done that.' The book is relevant to anyone in a leadership position faced with the need to change a culture and\/or grow successfully—essentially, all of us.\"\u003cbr\u003e —Eric Flamholtz, president, Management Systems Consulting Corporation, and professor of management, Anderson School, UCLA\u003c\/p\u003e","brand":"Jossey-Bass","offers":[{"title":"Default Title","offer_id":47989517680869,"sku":"NP9780787986070","price":27.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780787986070.jpg?v=1761784427","url":"https:\/\/k12savings.com\/es\/products\/leading-for-growth-isbn-9780787986070","provider":"K12savings","version":"1.0","type":"link"}