It is the concept of deliberate practice that seemingly separates superior performers from average ones. The final four chapters explore the application of the principles of great performance organizationally and examine the roles of innovation, age and passion in the pursuit of excellence.

We like to believe that we can plan for a desired future, but the reality is that we live in a complex world where many things are out of our control. I do not believe in traditional strategic planning as the means to overcome that uncertainty. I instead believe that scenario planning is the best way to realistically develop contingencies for likely futures. We have to be adaptive and organic and this mind set is in part necessary to be innovative.

"People make innovation happen through their imagination, willpower, and perseverance. And whether you are a team member, a group leader, or an executive, your only real path to innovation is through people.” Tom Kelley

How much change has the organization undergone during your time as manager?
I would say that it has undergone quite a bit of change in terms of our approach to work, increased personal and professional development of staff and the enhanced quality of our service to the community.

When I joined the City, I found a great organization with wonderful people who were committed to providing excellent service to our residents.

In Part I of the Ten Faces of Innovation book review we explored Kelley’s description of the three learning personas. In Part II we delve into the Organizing Personas that Kelley describes: The Hurdler, The Collaborator and The Director.

An invitation for a CIGNA webinar discussing health plan funding solutions. It is aimed at helping you understand the nuances of various funding options...