D'autres livres qui pourraient vous intéresser

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  The 27 Challenges Managers Face...

  Bruce Tulgan

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  Its not easy to be a manager. With growing resource  constraints, relentless change, and high turnover, todays  business climate poses many difficulties, but most managers point  to the same greatest challenge: time. Daily crises require  immediate attention, managers must drop everything to resolve the  issue, they fall behind on their workand then another crisis  takes over the next day. How can anyone find the time to  manage?  In truth, time isnt the problem, but the solution.  Fire-fighting is a symptom of undermanagement, and all managers  must rise to the challenge of maintaining regular and meaningful  dialogue with each direct report. This does not mean more emails or  pointless meetings, but highly structured, highly substantive  communication. The very best managers hold ongoing one-on-one  conversations that make expectations clear, track performance and  offer feedback, provide guidance and direction, hold people  accountable, and reward top performance.  Based on twenty years of consulting with hundreds of thousands  of managers, Bruce Tulgan shows any manager how to master the  fundamental practice of effective management. For every  challengeeven the most difficultrelentless  high-quality communication is the best solution, and The 27  Challenges Managers Face shows how to tailor conversations to  solve specific problems. Managers will learn specific approaches  for issues including bad attitudes, friction and conflict, low  performers who need to go the extra mile, top performers you want  to keep and develop as leaders, and many more.  By making effective ongoing conversations an ingrained part of  their routine, managers will boost performance of their whole  teamand make their own job easier. The 27 Challenges  Managers Face is an indispensable back-to-basics resource for  managers at all levels.

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  Becoming A Better Boss - Why...

  Julian Birkinshaw

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  Julian Birkinshaws previous book, Reinventing Management,  focused on how executives can challenge deep-seated assumptions  about how large organisations work, and how they can devise new and  better ways of working.    This book tackles the same problems from the other direction, that  is, by focusing on the choices each employee makes, every day,  about how we get our work done. The goal, essentially, is to  reinvent the practice of management one person at a time.  If  each one of us becomes more effective in our managerial work, we  dont just improve the working lives of those around us, we  also become agents of change for this broader endeavour as well   to build better businesses.  The book is in two main parts.  The first part provides the  motivation and background for the core ideas in the book: showing  how important it is to take management seriously (chapter 1),   sketching out the key dimensions of management and where it usually  goes wrong (chapter 2), and taking a deep dive into the worldview  of the employee (chapter 3).   The second part provides a detailed discussion of the three  alternative perspectives: a re-interpretation of management through  the eyes of the employee (chapter 4), an exploration of our own  biases and frailties and how we can overcome them (chapter 5), and  a discussion of the use of active experimentation to overcome the  limitations and pathologies of the organisations we work for  (chapter 6).   The final chapter explores briefly some of the ways the profession  of management might change in the future. What are the megatrends  that could lead to more fundamental changes in how we get work  done?   Web 2.0, demographic change (Gen Y/Gen Z), and  virtual working of course; and then there is the shift in power  from the West to the Asia.   The author doesnt  believe the basic activities of management are going to change  dramatically, but there are inevitably going to be shifts in  emphasis, and the chapter explores these.  .  Case examples: a large number of case studies of different   management experiments (e.g. Roche, Atlassian, Pfizer, Microsoft,  Google, If).

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  Pat Boone

  Pat Boone

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  Experience a first-hand interview with the legendary Pat Boone, American singer, actor, and writer. Pat Boone was a successful pop singer in the United States during the 1950s and early 1960s. He sold over 45 million albums, had 38 Top 40 hits and appeared in more than 12 Hollywood movies. According to Billboard, Boone was the second biggest charting artist of the late 1950s, behind only Elvis Presley. As an author, Boone had a No. 1 bestseller in the 1950s. He continues to perform, and speak as a motivational speaker, a television personality, and a conservative political commentator. The modern business topics discussed in each chapter of The Mind of a Leader: Legends are closely related to the issues raised in Niccolò Machiavelli's controversial strategic masterpiece “The Prince”.  The Mind of a Leader: Legends is an outstanding training and development tool offering practical hands-on advice in regards to both individual and organizational success. A fascinating journey to the inside of successful modern organizations and leadership minds.

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  Leading in the Digital World -...

  Amit S. Mukherjee

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  Certain ideas about business leadership are held to be timeless, and certain characteristics of leaders—often including a square jaw, a deep voice, and extroversion—are said to be universal. In Leading in the Digital World, Amit Mukherjee argues that since digital technologies are changing everything else, how could they not change leadership ideologies and styles? As more people worldwide participate equally in business, those assumptions of a leader's ideal profile have become irrelevant. 
  Drawing on a global survey of 700 mid-tier to senior executives and interviews with C-level executives from around the world, Mukherjee explains how digital technologies are already reshaping organizations and work and what this means for leaders. For example, globally dispersed businesses can't reserve key leadership roles for people from exclusive groups; leadership must become inclusive, or fail. Leaders must learn to collaborate in a multipolar world of networked organizations, working with co-located and non-co-located colleagues. Leaders must lead for creativity rather than productivity. Focusing on practice, Mukherjee outlines goals and strategies, warns against unthinking assumptions, and explains how leaders can identify the mindsets, behaviors, and actions they need to pursue.

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  Mastering the Money Mindset -...

  H. Warren Browne

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  Mastering the Money Mindset is the first, but most important, step on the Road to Riches. 
  Dale Carnegie, Napoleon Hill, Rockefeller, Warren Buffett - what do they have in common? They mastered the money mindset and had money work for them...instead of the other way around. 
  No-one can embark on that journey to real riches without first understanding the importance of our view of money, how we interact with it, how we attract it or repel it. Do we have a healthy respect for money? Do we desire it? Or do we act as if we are not worthy enough to possess it? Do we consider wealth as wicked, or do we value the power that such resources can provide, the power to make a difference in our lives and the lives of so many others. 
  Without the proper money mindset you will never possess the level of wealth that is your potential. The purpose of this succinct and salient synthesis of life-altering lessons is to coach you, to open your mind to the idea of possessing real riches, to drive you to desire it so badly that it is not a matter of if but when. This concise and critical work is designed to stimulate your mind with money-making tips and ideas to get you started on that road to riches, to train you to maximize your full money potential. 
  This money mindset is the foundation for the art of making money. This work will provide you with the firm footing required to make this happen. It will teach you how to desire it, pursue it, act on that driving desire, and achieve it. It will be that catalyst which will launch your money creativity and creation. 
  Read, re-read this guide, then run, don't walk, down your ROAD to RICHES..

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  Plan for Success: How to Plan...

  Dr. Jim Anderson

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  As public speakers, the one thing that we all want to be able to learn to do better is to improve how we speak. The key to doing this successfully is to learn how to plan our next speech. 
   
  The good news is that planning a speech is actually fairly simple. The first step in making this happen is to understand that the clothes that you wear when you speak will tell your audience a story. 
   
  What You'll Find Inside: 
  
  How to Rig a Speech to Get the Outcome You Want Every Time
  Public Speakers Want to Know: Are Handouts Your Friend or Foe? 
  Ways to plan an effective speech
  Speaker: You are what you wear
  
   
  In order to make sure that your next speech goes well, you need to take action before your speech starts and introduce yourself to your room. This introduction can start long before the day of your speech thanks to today's new social media tools. 
   
  The details of how your give your speech have a big influence on how you speak. From what topic you pick, to your decision to either use or not use handouts, you are in control of how your audience experiences your next speech. 
   
  The most important thing that we need to do in order to become a better speaker is to make sure that every speech that we give has a clear point. This will happen when you know how to plan an effective speech. 
   
  This book will show you how to plan your speech in order to transform it into something that is even more powerful than it is today. We're going to show you how to find out what you should be doing and how to create a plan that will boost the impact of your speaking. 
   
  For more information on what it takes to be a great public speaker, check out my blog, The Accidental Communicator, at: 
   
  www.TheAccidentalCommunicator.com

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