The art of leadership: small things, done well
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Beijing
O'Reilly
2020
|
| Ausgabe: | First edition |
| Schlagworte: | |
| Online-Zugang: | FHD01 |
| Beschreibung: | 1 Online-Ressource (xx, 174 Seiten) |
| ISBN: | 9781492045663 |
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| 505 | 8 | |a Intro -- Copyright -- Table of Contents -- Foreword -- Introduction -- How to Use This Book -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Small Things -- Act I. Netscape: Manager -- Chapter 1. Assume They Have Something to Teach You -- Chapter 2. Meeting Blur -- Too Much -- On the Topic of Operational Excellence -- Chapter 3. The Situation -- Capital-S Situations -- Capital-D Decisions -- Chapter 4. Act Last, Read the Room, and Taste the Soup -- Act Last -- Read the Room -- Taste the Soup -- Chapter 5. Spidey-Sense -- Understanding Spidey-Sense | |
| 505 | 8 | |a Wait, What? That's the Small Thing? Live Life? Thanks, Lopp. -- Trusting Spidey-Sense -- Something Is Up, and I Don't Know What -- Chapter 6. Your Professional Growth Questionnaire -- The Professional Growth Questionnaire -- The Questions -- Always Forward -- A Tangible Follow-Up -- Chapter 7. A Performance Question -- The Checklist Sentence -- Reality Changes -- Chapter 8. Rands Information Practices -- Browser -- Phone -- Email -- Life -- Chapter 9. The New Manager Death Spiral -- BANG -- First, They Tell You -- Then, They Tell Each Other -- Management Is Not a Promotion | |
| 505 | 8 | |a Act II. Apple: Director -- Chapter 10. The Blue Tape List -- Everything Is Broken -- A Spectrum to the Broken -- Chapter 11. Delegate Until It Hurts -- Entrust -- Shush, Little Voice -- An Essential Leadership-Scaling Function -- Chapter 12. How to Recruit -- First Rule of Recruiting: Give It 50% -- A Recruiting Primer -- Discover, Understand, and Delight -- Discover -- Understand -- Delight -- Circling Back to 50% of Your Time -- Chapter 13. Gossip, Rumors, and Lies -- An Unacceptable Amount of Crap -- A Well-Intentioned Hatred of Meetings -- A Three-Point Agenda | |
| 505 | 8 | |a Meetings Are a Symptom, Not the Cure -- Chapter 14. Rainbows and Unicorns -- Moments of Disproportionate Satisfaction -- Duh -- The Compliment Breakdown -- A Compliment Career Shift -- Chapter 15. Say the Hard Thing -- The Voice in Your Head -- Saying the Hard Thing -- Hearing the Hard Thing -- Your Goal in Life -- Chapter 16. Everything Breaks -- Third Time's a Charm -- Game On -- With Alarming Predictability -- Provide A Clear Explanation of the Rules -- Allow the Rules to Evolve in Unexpected Ways -- Play, Learn, and Repeat | |
| 505 | 8 | |a Failure as a Competitive Differentiator (Or, Don't Play Dumb Games Twice) -- Chapter 17. The Org Chart Test -- The Legibility Test -- The Basics at Scale -- Chapter 18. A Distributed Meeting Primer -- Remote -- The "Many People" Meeting -- Pre-Meeting -- During -- Post-Meeting -- No Measurable Difference -- Act III. Slack: Executive -- Chapter 19. Allergic to Wisdom -- A Circus of Failure -- When to Innovate and When to Iterate -- Act Without Asking -- Chapter 20. The Guard -- The Disaster Meeting -- The Productive Team Teams -- Learned Helplessness -- Trust Falls for Everyone! | |
| 650 | 4 | |a Leadership | |
| 650 | 4 | |a Teams in the workplace | |
| 650 | 4 | |a Success in business | |
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| 650 | 7 | |a Success in business |2 fast | |
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| _version_ | 1804181578360815616 |
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| author | Lopp, Michael |
| author_facet | Lopp, Michael |
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| author_sort | Lopp, Michael |
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| bvnumber | BV046789712 |
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| contents | Intro -- Copyright -- Table of Contents -- Foreword -- Introduction -- How to Use This Book -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Small Things -- Act I. Netscape: Manager -- Chapter 1. Assume They Have Something to Teach You -- Chapter 2. Meeting Blur -- Too Much -- On the Topic of Operational Excellence -- Chapter 3. The Situation -- Capital-S Situations -- Capital-D Decisions -- Chapter 4. Act Last, Read the Room, and Taste the Soup -- Act Last -- Read the Room -- Taste the Soup -- Chapter 5. Spidey-Sense -- Understanding Spidey-Sense Wait, What? That's the Small Thing? Live Life? Thanks, Lopp. -- Trusting Spidey-Sense -- Something Is Up, and I Don't Know What -- Chapter 6. Your Professional Growth Questionnaire -- The Professional Growth Questionnaire -- The Questions -- Always Forward -- A Tangible Follow-Up -- Chapter 7. A Performance Question -- The Checklist Sentence -- Reality Changes -- Chapter 8. Rands Information Practices -- Browser -- Phone -- Email -- Life -- Chapter 9. The New Manager Death Spiral -- BANG -- First, They Tell You -- Then, They Tell Each Other -- Management Is Not a Promotion Act II. Apple: Director -- Chapter 10. The Blue Tape List -- Everything Is Broken -- A Spectrum to the Broken -- Chapter 11. Delegate Until It Hurts -- Entrust -- Shush, Little Voice -- An Essential Leadership-Scaling Function -- Chapter 12. How to Recruit -- First Rule of Recruiting: Give It 50% -- A Recruiting Primer -- Discover, Understand, and Delight -- Discover -- Understand -- Delight -- Circling Back to 50% of Your Time -- Chapter 13. Gossip, Rumors, and Lies -- An Unacceptable Amount of Crap -- A Well-Intentioned Hatred of Meetings -- A Three-Point Agenda Meetings Are a Symptom, Not the Cure -- Chapter 14. Rainbows and Unicorns -- Moments of Disproportionate Satisfaction -- Duh -- The Compliment Breakdown -- A Compliment Career Shift -- Chapter 15. Say the Hard Thing -- The Voice in Your Head -- Saying the Hard Thing -- Hearing the Hard Thing -- Your Goal in Life -- Chapter 16. Everything Breaks -- Third Time's a Charm -- Game On -- With Alarming Predictability -- Provide A Clear Explanation of the Rules -- Allow the Rules to Evolve in Unexpected Ways -- Play, Learn, and Repeat Failure as a Competitive Differentiator (Or, Don't Play Dumb Games Twice) -- Chapter 17. The Org Chart Test -- The Legibility Test -- The Basics at Scale -- Chapter 18. A Distributed Meeting Primer -- Remote -- The "Many People" Meeting -- Pre-Meeting -- During -- Post-Meeting -- No Measurable Difference -- Act III. Slack: Executive -- Chapter 19. Allergic to Wisdom -- A Circus of Failure -- When to Innovate and When to Iterate -- Act Without Asking -- Chapter 20. The Guard -- The Disaster Meeting -- The Productive Team Teams -- Learned Helplessness -- Trust Falls for Everyone! |
| ctrlnum | (OCoLC)1164659094 (DE-599)BVBBV046789712 |
| edition | First edition |
| format | Electronic eBook |
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| id | DE-604.BV046789712 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T14:52:40Z |
| indexdate | 2024-07-10T08:53:53Z |
| institution | BVB |
| isbn | 9781492045663 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032198680 |
| oclc_num | 1164659094 |
| open_access_boolean | |
| owner | DE-1050 |
| owner_facet | DE-1050 |
| physical | 1 Online-Ressource (xx, 174 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE FHD01_PQE_Kauf |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | O'Reilly |
| record_format | marc |
| spelling | Lopp, Michael Verfasser aut The art of leadership small things, done well First edition Beijing O'Reilly 2020 1 Online-Ressource (xx, 174 Seiten) txt rdacontent c rdamedia cr rdacarrier Intro -- Copyright -- Table of Contents -- Foreword -- Introduction -- How to Use This Book -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Small Things -- Act I. Netscape: Manager -- Chapter 1. Assume They Have Something to Teach You -- Chapter 2. Meeting Blur -- Too Much -- On the Topic of Operational Excellence -- Chapter 3. The Situation -- Capital-S Situations -- Capital-D Decisions -- Chapter 4. Act Last, Read the Room, and Taste the Soup -- Act Last -- Read the Room -- Taste the Soup -- Chapter 5. Spidey-Sense -- Understanding Spidey-Sense Wait, What? That's the Small Thing? Live Life? Thanks, Lopp. -- Trusting Spidey-Sense -- Something Is Up, and I Don't Know What -- Chapter 6. Your Professional Growth Questionnaire -- The Professional Growth Questionnaire -- The Questions -- Always Forward -- A Tangible Follow-Up -- Chapter 7. A Performance Question -- The Checklist Sentence -- Reality Changes -- Chapter 8. Rands Information Practices -- Browser -- Phone -- Email -- Life -- Chapter 9. The New Manager Death Spiral -- BANG -- First, They Tell You -- Then, They Tell Each Other -- Management Is Not a Promotion Act II. Apple: Director -- Chapter 10. The Blue Tape List -- Everything Is Broken -- A Spectrum to the Broken -- Chapter 11. Delegate Until It Hurts -- Entrust -- Shush, Little Voice -- An Essential Leadership-Scaling Function -- Chapter 12. How to Recruit -- First Rule of Recruiting: Give It 50% -- A Recruiting Primer -- Discover, Understand, and Delight -- Discover -- Understand -- Delight -- Circling Back to 50% of Your Time -- Chapter 13. Gossip, Rumors, and Lies -- An Unacceptable Amount of Crap -- A Well-Intentioned Hatred of Meetings -- A Three-Point Agenda Meetings Are a Symptom, Not the Cure -- Chapter 14. Rainbows and Unicorns -- Moments of Disproportionate Satisfaction -- Duh -- The Compliment Breakdown -- A Compliment Career Shift -- Chapter 15. Say the Hard Thing -- The Voice in Your Head -- Saying the Hard Thing -- Hearing the Hard Thing -- Your Goal in Life -- Chapter 16. Everything Breaks -- Third Time's a Charm -- Game On -- With Alarming Predictability -- Provide A Clear Explanation of the Rules -- Allow the Rules to Evolve in Unexpected Ways -- Play, Learn, and Repeat Failure as a Competitive Differentiator (Or, Don't Play Dumb Games Twice) -- Chapter 17. The Org Chart Test -- The Legibility Test -- The Basics at Scale -- Chapter 18. A Distributed Meeting Primer -- Remote -- The "Many People" Meeting -- Pre-Meeting -- During -- Post-Meeting -- No Measurable Difference -- Act III. Slack: Executive -- Chapter 19. Allergic to Wisdom -- A Circus of Failure -- When to Innovate and When to Iterate -- Act Without Asking -- Chapter 20. The Guard -- The Disaster Meeting -- The Productive Team Teams -- Learned Helplessness -- Trust Falls for Everyone! Leadership Teams in the workplace Success in business Leadership fast Success in business fast Teams in the workplace fast Erscheint auch als Druck-Ausgabe 978-1-492-04569-4 |
| spellingShingle | Lopp, Michael The art of leadership small things, done well Intro -- Copyright -- Table of Contents -- Foreword -- Introduction -- How to Use This Book -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Small Things -- Act I. Netscape: Manager -- Chapter 1. Assume They Have Something to Teach You -- Chapter 2. Meeting Blur -- Too Much -- On the Topic of Operational Excellence -- Chapter 3. The Situation -- Capital-S Situations -- Capital-D Decisions -- Chapter 4. Act Last, Read the Room, and Taste the Soup -- Act Last -- Read the Room -- Taste the Soup -- Chapter 5. Spidey-Sense -- Understanding Spidey-Sense Wait, What? That's the Small Thing? Live Life? Thanks, Lopp. -- Trusting Spidey-Sense -- Something Is Up, and I Don't Know What -- Chapter 6. Your Professional Growth Questionnaire -- The Professional Growth Questionnaire -- The Questions -- Always Forward -- A Tangible Follow-Up -- Chapter 7. A Performance Question -- The Checklist Sentence -- Reality Changes -- Chapter 8. Rands Information Practices -- Browser -- Phone -- Email -- Life -- Chapter 9. The New Manager Death Spiral -- BANG -- First, They Tell You -- Then, They Tell Each Other -- Management Is Not a Promotion Act II. Apple: Director -- Chapter 10. The Blue Tape List -- Everything Is Broken -- A Spectrum to the Broken -- Chapter 11. Delegate Until It Hurts -- Entrust -- Shush, Little Voice -- An Essential Leadership-Scaling Function -- Chapter 12. How to Recruit -- First Rule of Recruiting: Give It 50% -- A Recruiting Primer -- Discover, Understand, and Delight -- Discover -- Understand -- Delight -- Circling Back to 50% of Your Time -- Chapter 13. Gossip, Rumors, and Lies -- An Unacceptable Amount of Crap -- A Well-Intentioned Hatred of Meetings -- A Three-Point Agenda Meetings Are a Symptom, Not the Cure -- Chapter 14. Rainbows and Unicorns -- Moments of Disproportionate Satisfaction -- Duh -- The Compliment Breakdown -- A Compliment Career Shift -- Chapter 15. Say the Hard Thing -- The Voice in Your Head -- Saying the Hard Thing -- Hearing the Hard Thing -- Your Goal in Life -- Chapter 16. Everything Breaks -- Third Time's a Charm -- Game On -- With Alarming Predictability -- Provide A Clear Explanation of the Rules -- Allow the Rules to Evolve in Unexpected Ways -- Play, Learn, and Repeat Failure as a Competitive Differentiator (Or, Don't Play Dumb Games Twice) -- Chapter 17. The Org Chart Test -- The Legibility Test -- The Basics at Scale -- Chapter 18. A Distributed Meeting Primer -- Remote -- The "Many People" Meeting -- Pre-Meeting -- During -- Post-Meeting -- No Measurable Difference -- Act III. Slack: Executive -- Chapter 19. Allergic to Wisdom -- A Circus of Failure -- When to Innovate and When to Iterate -- Act Without Asking -- Chapter 20. The Guard -- The Disaster Meeting -- The Productive Team Teams -- Learned Helplessness -- Trust Falls for Everyone! Leadership Teams in the workplace Success in business Leadership fast Success in business fast Teams in the workplace fast |
| title | The art of leadership small things, done well |
| title_auth | The art of leadership small things, done well |
| title_exact_search | The art of leadership small things, done well |
| title_exact_search_txtP | The art of leadership small things, done well |
| title_full | The art of leadership small things, done well |
| title_fullStr | The art of leadership small things, done well |
| title_full_unstemmed | The art of leadership small things, done well |
| title_short | The art of leadership |
| title_sort | the art of leadership small things done well |
| title_sub | small things, done well |
| topic | Leadership Teams in the workplace Success in business Leadership fast Success in business fast Teams in the workplace fast |
| topic_facet | Leadership Teams in the workplace Success in business |
| work_keys_str_mv | AT loppmichael theartofleadershipsmallthingsdonewell |