Chris Edger – författare

In International Multi-Unit Leadership, Chris Edger builds on his earlier Effective Multi-Unit Leadership. First - showcasing up-to-date, contemporaneous case studies of market-leading international organisations - the book takes a cross-border perspective on leading from the middle in international subsidiaries that are committing significant capital to land-based multi-unit infrastructures. Secondly, it captures the zeitgeist of internationalizing hospitality, retail, service and leisure organizations facing challenges in relation to multi-channel/smart technology spread, divergent national cultures and emergent, imitative local competition. Thirdly, it addresses the conundrum that most subsidiary multi-unit leaders (regional, area and district managers) face, generating commitment amongst their unit managers and team members, whilst coping with their firm�€�s country of origin-based control and change agendas. Continuing the themes that emerged in his earlier book, particularly around how multi-unit leaders (MULs) and directors are expected to expedite a number of competing and contradictory functions, the author finds that in subsidiary-based international situations, complexity and ambiguity escalates due to 'distance decay' and the level of internal and external contextual turbulence. Based on exemplary case studies, the author examines how high-performance MULs manage paradox and ambiguity within an international context and how organizations can deliver local effectiveness within a strategic framework determined by a policy-making centre hundreds or thousands of miles away. The research and case studies in this book will appeal to managers within international multi-unit enterprises, service directors wishing to train and coach others, students on any of the increasing number of multi-unit management programmes being run in business schools, and academics with an interest in internationalizing service-based enterprises.

There is a growing recognition of the increasing importance of ’local leadership’ practice within multi-unit service contexts, given the threat to costly land-based retail infrastructures from smart technologies. Multi-site organizations are economically significant, but currently under-researched and poorly understood. In Effective Multi-Unit Leadership, Chris Edger looks at that key managerial cohort in the retail, hospitality and service sectors operating between the centre and unit - the Multi-Unit Leader (MUL). This district, area or regional manager, is tasked with maximising revenue and profit from a complex and ambiguous positional space, being sandwiched between the centre and unit, facing the MUL paradox: how do they motivate unit managers and team members to provide great service whilst simultaneously fulfilling the Centre's compliance agenda? Based on extensive case study research across a range of multi-unit service organisations, Edger advances an Integrated Model of MUL that elucidates how key activities (sales-led service, systems and standards - 3Ss) are driven through behavioural practices (commitment, control and change - 3Cs) underpinned by MUL personal characteristics (expertise, emotional intelligence and energy - 3Es). Central to this model is the notion of ’portfolio optimisation through social exchange’ (POSE) where MULs apply ’local leadership’, leveraging their portfolios through the deft application of exchange-based currencies. Replete with case studies, Effective Multi-Unit Leadership will appeal to high potential unit managers; existing multi-unit leaders who want to improve their performance levels; and retail/service directors wishing to train and coach their direct reports; as well as business educators and those with an academic interest in organisational studies.

In International Multi-Unit Leadership, Chris Edger builds on his earlier Effective Multi-Unit Leadership. First - showcasing up-to-date, contemporaneous case studies of market-leading international organisations - the book takes a cross-border perspective on leading from the middle in international subsidiaries that are committing significant capital to land-based multi-unit infrastructures. Secondly, it captures the zeitgeist of internationalizing hospitality, retail, service and leisure organizations facing challenges in relation to multi-channel/smart technology spread, divergent national cultures and emergent, imitative local competition. Thirdly, it addresses the conundrum that most subsidiary multi-unit leaders (regional, area and district managers) face, generating commitment amongst their unit managers and team members, whilst coping with their firm’s country of origin-based control and change agendas. Continuing the themes that emerged in his earlier book, particularly around how multi-unit leaders (MULs) and directors are expected to expedite a number of competing and contradictory functions, the author finds that in subsidiary-based international situations, complexity and ambiguity escalates due to ''distance decay'' and the level of internal and external contextual turbulence. Based on exemplary case studies, the author examines how high-performance MULs manage paradox and ambiguity within an international context and how organizations can deliver local effectiveness within a strategic framework determined by a policy-making centre hundreds or thousands of miles away. The research and case studies in this book will appeal to managers within international multi-unit enterprises, service directors wishing to train and coach others, students on any of the increasing number of multi-unit management programmes being run in business schools, and academics with an interest in internationalizing service-based enterprises.

In International Multi-Unit Leadership, Chris Edger builds on his earlier Effective Multi-Unit Leadership. First - showcasing up-to-date, contemporaneous case studies of market-leading international organisations - the book takes a cross-border perspective on leading from the middle in international subsidiaries that are committing significant capital to land-based multi-unit infrastructures. Secondly, it captures the zeitgeist of internationalizing hospitality, retail, service and leisure organizations facing challenges in relation to multi-channel/smart technology spread, divergent national cultures and emergent, imitative local competition. Thirdly, it addresses the conundrum that most subsidiary multi-unit leaders (regional, area and district managers) face, generating commitment amongst their unit managers and team members, whilst coping with their firm’s country of origin-based control and change agendas. Continuing the themes that emerged in his earlier book, particularly around how multi-unit leaders (MULs) and directors are expected to expedite a number of competing and contradictory functions, the author finds that in subsidiary-based international situations, complexity and ambiguity escalates due to ''distance decay'' and the level of internal and external contextual turbulence. Based on exemplary case studies, the author examines how high-performance MULs manage paradox and ambiguity within an international context and how organizations can deliver local effectiveness within a strategic framework determined by a policy-making centre hundreds or thousands of miles away. The research and case studies in this book will appeal to managers within international multi-unit enterprises, service directors wishing to train and coach others, students on any of the increasing number of multi-unit management programmes being run in business schools, and academics with an interest in internationalizing service-based enterprises.

There is a growing recognition of the increasing importance of ’local leadership’ practice within multi-unit service contexts, given the threat to costly land-based retail infrastructures from smart technologies. Multi-site organizations are economically significant, but currently under-researched and poorly understood. In Effective Multi-Unit Leadership, Chris Edger looks at that key managerial cohort in the retail, hospitality and service sectors operating between the centre and unit - the Multi-Unit Leader (MUL). This district, area or regional manager, is tasked with maximising revenue and profit from a complex and ambiguous positional space, being sandwiched between the centre and unit, facing the MUL paradox: how do they motivate unit managers and team members to provide great service whilst simultaneously fulfilling the Centre''s compliance agenda? Based on extensive case study research across a range of multi-unit service organisations, Edger advances an Integrated Model of MUL that elucidates how key activities (sales-led service, systems and standards - 3Ss) are driven through behavioural practices (commitment, control and change - 3Cs) underpinned by MUL personal characteristics (expertise, emotional intelligence and energy - 3Es). Central to this model is the notion of ’portfolio optimisation through social exchange’ (POSE) where MULs apply ’local leadership’, leveraging their portfolios through the deft application of exchange-based currencies. Replete with case studies, Effective Multi-Unit Leadership will appeal to high potential unit managers; existing multi-unit leaders who want to improve their performance levels; and retail/service directors wishing to train and coach their direct reports; as well as business educators and those with an academic interest in organisational studies.

There is a growing recognition of the increasing importance of ’local leadership’ practice within multi-unit service contexts, given the threat to costly land-based retail infrastructures from smart technologies. Multi-site organizations are economically significant, but currently under-researched and poorly understood. In Effective Multi-Unit Leadership, Chris Edger looks at that key managerial cohort in the retail, hospitality and service sectors operating between the centre and unit - the Multi-Unit Leader (MUL). This district, area or regional manager, is tasked with maximising revenue and profit from a complex and ambiguous positional space, being sandwiched between the centre and unit, facing the MUL paradox: how do they motivate unit managers and team members to provide great service whilst simultaneously fulfilling the Centre''s compliance agenda? Based on extensive case study research across a range of multi-unit service organisations, Edger advances an Integrated Model of MUL that elucidates how key activities (sales-led service, systems and standards - 3Ss) are driven through behavioural practices (commitment, control and change - 3Cs) underpinned by MUL personal characteristics (expertise, emotional intelligence and energy - 3Es). Central to this model is the notion of ’portfolio optimisation through social exchange’ (POSE) where MULs apply ’local leadership’, leveraging their portfolios through the deft application of exchange-based currencies. Replete with case studies, Effective Multi-Unit Leadership will appeal to high potential unit managers; existing multi-unit leaders who want to improve their performance levels; and retail/service directors wishing to train and coach their direct reports; as well as business educators and those with an academic interest in organisational studies.

There is a growing recognition of the increasing importance of ’local leadership’ practice within multi-unit service contexts, given the threat to costly land-based retail infrastructures from smart technologies. Multi-site organizations are economically significant, but currently under-researched and poorly understood. In Effective Multi-Unit Leadership, Chris Edger looks at that key managerial cohort in the retail, hospitality and service sectors operating between the centre and unit - the Multi-Unit Leader (MUL). This district, area or regional manager, is tasked with maximising revenue and profit from a complex and ambiguous positional space, being sandwiched between the centre and unit, facing the MUL paradox: how do they motivate unit managers and team members to provide great service whilst simultaneously fulfilling the Centre's compliance agenda? Based on extensive case study research across a range of multi-unit service organisations, Edger advances an Integrated Model of MUL that elucidates how key activities (sales-led service, systems and standards - 3Ss) are driven through behavioural practices (commitment, control and change - 3Cs) underpinned by MUL personal characteristics (expertise, emotional intelligence and energy - 3Es). Central to this model is the notion of ’portfolio optimisation through social exchange’ (POSE) where MULs apply ’local leadership’, leveraging their portfolios through the deft application of exchange-based currencies. Replete with case studies, Effective Multi-Unit Leadership will appeal to high potential unit managers; existing multi-unit leaders who want to improve their performance levels; and retail/service directors wishing to train and coach their direct reports; as well as business educators and those with an academic interest in organisational studies.

In International Multi-Unit Leadership, Chris Edger builds on his earlier Effective Multi-Unit Leadership. First - showcasing up-to-date, contemporaneous case studies of market-leading international organisations - the book takes a cross-border perspective on leading from the middle in international subsidiaries that are committing significant capital to land-based multi-unit infrastructures. Secondly, it captures the zeitgeist of internationalizing hospitality, retail, service and leisure organizations facing challenges in relation to multi-channel/smart technology spread, divergent national cultures and emergent, imitative local competition. Thirdly, it addresses the conundrum that most subsidiary multi-unit leaders (regional, area and district managers) face, generating commitment amongst their unit managers and team members, whilst coping with their firm’s country of origin-based control and change agendas. Continuing the themes that emerged in his earlier book, particularly around how multi-unit leaders (MULs) and directors are expected to expedite a number of competing and contradictory functions, the author finds that in subsidiary-based international situations, complexity and ambiguity escalates due to 'distance decay' and the level of internal and external contextual turbulence. Based on exemplary case studies, the author examines how high-performance MULs manage paradox and ambiguity within an international context and how organizations can deliver local effectiveness within a strategic framework determined by a policy-making centre hundreds or thousands of miles away. The research and case studies in this book will appeal to managers within international multi-unit enterprises, service directors wishing to train and coach others, students on any of the increasing number of multi-unit management programmes being run in business schools, and academics with an interest in internationalizing service-based enterprises.

Thinking of buying afranchise, creating your own franchise or franchising a product moreeffectively? Packed with real-life case studies and key insights from theowners and operators of successful franchise systems (including Domino’s Pizza,Costa, SSP, Spar, TGIs, Dunkin’ Donuts, SSP, Häagen Dazs, Café2U, Snappy Snaps,Budgens, Ramada Encore, Burger & Lobster, GlobalBrand, GlassesInc),this book is THE essential contemporary guide for aspiring franchisees orambitious franchisors. Drawing upon the extensive academic and operationalexperience of the authors – Chris Edger is a multiple author on service-basedoperational excellence and Andrew Emmerson has led the growth of some of themost successful international franchise systems in recent times – this bookprovides comprehensive advice on how franchisors and franchisees can avoidpotential elephant traps and lays out the key success factors that enable bothparties to win. Written in an informative, accessible style without abandoningany of its empirical rigour, this book is essential reading for ‘newbie’franchisees and franchisors or for anybody working in franchising who wishes todrive outstanding performance.

Building upon the success of the first book,this second edition of Professional AreaManagement has been revised and updated to include the key concepts ofEngage, Execute and Evolve – continuing its ground-breaking work of definingand outlining the professional practice of outstanding retail area managers.Packed with real-life case studies from operators and executives (includingTesco, YO! Sushi, Hungry Horse, Stonegate, Harvester, St Gobain, Park Holidays,Burberry, Loungers and many others) this book is essential reading for generalmanagers who aim to go further up the chain of command and area managers whowant to be the best in their field. In particular, Chris Edger outlines howarea managers can ‘close down thedistance’ between themselves and their units in order to optimiseperformance. Without abandoning academic rigour he produces essential ‘how to’ checklists for theambitious general manager or area manager that can be applied out in thefield. This book is a vital accompaniment for those who aspire to trainor become great retail managers.

Calling all leaders and managers! How do trulyInspirational Leaders move ordinarypeople to achieve extraordinary things? This book provides crucial answers andinsights to this question. Packed with twenty-six case studies showcasinginspirational leadership practice from leaders from organisations such as TUI,Hilton, Domino’s Pizza, Al Tayer, Burberry, Malmaison and many more, this bookoutlines how they practise the authors’ ground-breaking concept of eMOTION – moving, shifting, mobilising and reframing feelings, mindsets and behaviours at each stage of theemployment cycle to mobilisesuper-performance. Written in an accessible and informative style Inspirational Leadership is burstingwith tips and insights for leaders and managers who want to raise their game atthe workplace and galvanise their teams to achieve stretching and improbablegoals.

Described by Professor Jonathan Passmore - Director of the highly regarded Henley Business School Centre for Coaching - as 'a fabulous book written by two highly experienced coaches (providing) a wealth of details to support the Executive Coach and individual leaders', 'Advanced Leader Coaching' is the must have reference book and guide for all Executive and Leadership coaches.Written by Professor Chris Edger (a shortlisted author of multiple books on leadership and coaching) and Dr Nollaig Heffernan (inventor of the ILM 72 leadership style psychometric test and member of the Centre for Neuroscience, UK) 'Advanced Leader Coaching' provides leading-edge insights into the way in which professional or workplace-based coaches can optimize Executive and Leadership performance.Practical and easy to use, it provides coaches with an overarching 'Advanced Leader Coaching Model', focused upon accelerating three key leadership factors; personal, interpersonal and business growth. Within these three factors various critical subcomponents are explored; personal (self-awareness, mental toughness, capacity, style and transitioning), interpersonal (customer, employee, team and stakeholder) and business (strategy, operations, change and innovation).Backed up with contemporary concepts, models, questions and case studies that coaches can use to raise Executive and Leadership performance, this book should provide real stimulus and confidence to coaching practitioners who work within this challenging domain.Tried and tested by the authors on hundreds of Executives and Leaders over the past decade, the approaches, techniques and methods outlined in 'Advanced Leader Coaching' provide a proven methodology and set of practical tools for any coach engaged with the task of accelerating Executive or Leadership performance!

Are you an ambitious Area Manager who wants to get to Operations Director (OD) level? Are you an existing OD who wants to out-perform your competitive set? Are you a recruiter or developer of ODs who wants to accelerate their impact or performance? If so, this book – the first of its kind on this role – is a must-read book for you! Why? Firstly, it is packed with 31 Case Studies from twenty-seven CEOs, MDs and ODs from some of the UK’s leading multi-site hospitality companies (including Stonegate Group, McDonalds, Caffé Nero, Mitchells and Butlers, Punch Pubs & Co, Greene King, Everards, St Austell, Whitbread, Parkdean Resorts, TGI Friday’s, Marston’s, Creams Cafés, Tesco Cafés, Hawthorn Leisure etc.) which will give you valuable insights into what the best ODs do! Secondly, it highlights the top nine OD competencies, coupled with twenty-seven practices, which – if mastered – turbocharge OD impact. Thirdly, it provides aspiring ODs and their developers with an integrated ‘Outstanding OD Model’ and framework (explained in detail throughout the book) which can be used as a developmental route map.