Leadership Wise: Why Business Books Suck, but Wise Leaders Succeed
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Newark
John Wiley & Sons, Incorporated
2023
|
| Ausgabe: | 1st ed |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (236 Seiten) |
| ISBN: | 9781394191703 |
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| 505 | 8 | |a Cover -- Title Page -- Copyright Page -- Contents at a Glance -- Contents -- A Few Things Up Front -- Other Than Being a Bad Corporate Trainer, What Are My Qualifications? -- What's a Leader? -- Chapter 1 Business Books Suck -- Context Is Everything: Do Things That [Don't?] Scale -- What If I Said That Bad Leaders Are Too Consistent? -- Introducing Wisdom Literature -- The Facebook Uncle Dilemma -- Chapter 2 Let's Warm Up! Ten Business Choices Where One Option and Its Opposite Both Have Merit -- Let's Take a "Walk Around the Business" -- People -- A Players vs. B Players -- Accountability vs. Blamelessness -- Inputs vs. Outputs -- Far vs. Fast -- Process -- Speed vs. Order -- Specialization vs. Generalization -- Top Down vs. Bottom Up -- Product -- Good vs. Great -- Bundling vs. Unbundling -- Build vs. Buy -- I Didn't Give You Answers -- I Gave You Options -- Let's Do a Little Exercise -- Chapter 3 Generating Options -- Let's Get This Out of the Way: Consult Yourself -- Consult Your Co-workers and Customers -- Set Expectations in These Conversations: You're Just Gathering Input -- Consult Your Network -- Go Ahead, Read the Business Books! -- Management by Metaphor -- What Are My Levers? Chart Options Against Your Decision Levers -- Using All the Parts of the Animal -- Pull a "10th Man Rule" -- Checking In on Our Exercise -- Wisdom Literature Would Suggest None of These Options Is "Wrong" -- Isn't This Overkill? "Paralysis by Analysis" -- Over-confidently Incorrect -- This Needn't Take Long -- Analysis Paralysis Is All About Objectives, Not Options -- Chapter 4 What's Your Objective? -- A Problem Isn't a Priority -- Two Words to Know and Love: Minimize and Maximize -- Is It Possible to Love Two Objectives at the Same Time? -- Turn Priorities Into Constraints -- A Brief Interlude -- There's Plenty of Book Left! | |
| 505 | 8 | |a Chapter 5 Check Yourself Before You Wreck Yourself -- Going Deeper with Data -- Is an Anecdote Data? -- Quantitative vs. Qualitative. . .Who Wants Pretty Good Pizza? -- Priorities and Constraints Come First -- You Know What They Say About Assumptions -- Default to Learning Fast and Iterating -- Not All Who Wander Are Lost -- One-way vs. Two-Way Doors. . .or Are They Streets? Two-Way Things -- Do a Premortem -- Blazing Through Covering Your Ass -- Chapter 6 Making the Most of Execution -- Make Your Decisions "Fully Loaded" -- "Use All the Parts of the Animal" -- Establish Success and Failure Criteria Up Front -- Be Transparent, But Commit to the Bit! -- Transparency Costs You Nothing -- What's "My Part of Our Whole?" -- Commit to the Bit -- There Is No Separation of Mind and Body -- Chapter 7 "Keeping It Real" -- Emotions Are Shortcuts -- Diving a Little Deeper into My Knee-Jerk Reactions -- All Feelings Are Valid. Always Acting Out of Them Is Neither Authentic nor Beneficial -- A Process for Becoming Increasingly Authentic -- Start with Post Facto Reflection -- Positive Reinforcement Is the Feedback Loop That May in Fact Change You -- That's Cool. But It Doesn't Apply to Me -- Enough with This Woo-Woo Feelings Stuff -- Chapter 8 Shaping the Company for Success -- Company Culture and Values -- Culture Is a Sum of Our Values, Explicit and Implicit -- Good Leaders Actively Check On and Shape Their Culture to Produce Better Decisions -- Culture Eats Decision-Making for Breakfast -- So How Do We Eat Culture for Breakfast? -- Making Implicit Values Explicit -- People: Hiring, Managing, Promoting, and Firing -- Hire People Who've Read and Like This Book -- Give Less Responsibility to Those Who Make Poor Decisions. Give More to Those Who Make Great Decisions -- Scale Your Impact -- Conclusion -- Acknowledgments -- About the Author -- Index -- EULA. | |
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| contents | Cover -- Title Page -- Copyright Page -- Contents at a Glance -- Contents -- A Few Things Up Front -- Other Than Being a Bad Corporate Trainer, What Are My Qualifications? -- What's a Leader? -- Chapter 1 Business Books Suck -- Context Is Everything: Do Things That [Don't?] Scale -- What If I Said That Bad Leaders Are Too Consistent? -- Introducing Wisdom Literature -- The Facebook Uncle Dilemma -- Chapter 2 Let's Warm Up! Ten Business Choices Where One Option and Its Opposite Both Have Merit -- Let's Take a "Walk Around the Business" -- People -- A Players vs. B Players -- Accountability vs. Blamelessness -- Inputs vs. Outputs -- Far vs. Fast -- Process -- Speed vs. Order -- Specialization vs. Generalization -- Top Down vs. Bottom Up -- Product -- Good vs. Great -- Bundling vs. Unbundling -- Build vs. Buy -- I Didn't Give You Answers -- I Gave You Options -- Let's Do a Little Exercise -- Chapter 3 Generating Options -- Let's Get This Out of the Way: Consult Yourself -- Consult Your Co-workers and Customers -- Set Expectations in These Conversations: You're Just Gathering Input -- Consult Your Network -- Go Ahead, Read the Business Books! -- Management by Metaphor -- What Are My Levers? Chart Options Against Your Decision Levers -- Using All the Parts of the Animal -- Pull a "10th Man Rule" -- Checking In on Our Exercise -- Wisdom Literature Would Suggest None of These Options Is "Wrong" -- Isn't This Overkill? "Paralysis by Analysis" -- Over-confidently Incorrect -- This Needn't Take Long -- Analysis Paralysis Is All About Objectives, Not Options -- Chapter 4 What's Your Objective? -- A Problem Isn't a Priority -- Two Words to Know and Love: Minimize and Maximize -- Is It Possible to Love Two Objectives at the Same Time? -- Turn Priorities Into Constraints -- A Brief Interlude -- There's Plenty of Book Left! Chapter 5 Check Yourself Before You Wreck Yourself -- Going Deeper with Data -- Is an Anecdote Data? -- Quantitative vs. Qualitative. . .Who Wants Pretty Good Pizza? -- Priorities and Constraints Come First -- You Know What They Say About Assumptions -- Default to Learning Fast and Iterating -- Not All Who Wander Are Lost -- One-way vs. Two-Way Doors. . .or Are They Streets? Two-Way Things -- Do a Premortem -- Blazing Through Covering Your Ass -- Chapter 6 Making the Most of Execution -- Make Your Decisions "Fully Loaded" -- "Use All the Parts of the Animal" -- Establish Success and Failure Criteria Up Front -- Be Transparent, But Commit to the Bit! -- Transparency Costs You Nothing -- What's "My Part of Our Whole?" -- Commit to the Bit -- There Is No Separation of Mind and Body -- Chapter 7 "Keeping It Real" -- Emotions Are Shortcuts -- Diving a Little Deeper into My Knee-Jerk Reactions -- All Feelings Are Valid. Always Acting Out of Them Is Neither Authentic nor Beneficial -- A Process for Becoming Increasingly Authentic -- Start with Post Facto Reflection -- Positive Reinforcement Is the Feedback Loop That May in Fact Change You -- That's Cool. But It Doesn't Apply to Me -- Enough with This Woo-Woo Feelings Stuff -- Chapter 8 Shaping the Company for Success -- Company Culture and Values -- Culture Is a Sum of Our Values, Explicit and Implicit -- Good Leaders Actively Check On and Shape Their Culture to Produce Better Decisions -- Culture Eats Decision-Making for Breakfast -- So How Do We Eat Culture for Breakfast? -- Making Implicit Values Explicit -- People: Hiring, Managing, Promoting, and Firing -- Hire People Who've Read and Like This Book -- Give Less Responsibility to Those Who Make Poor Decisions. Give More to Those Who Make Great Decisions -- Scale Your Impact -- Conclusion -- Acknowledgments -- About the Author -- Index -- EULA. |
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| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV049293826 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T22:37:48Z |
| indexdate | 2024-07-10T10:00:45Z |
| institution | BVB |
| isbn | 9781394191703 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034555177 |
| oclc_num | 1392344756 |
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| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (236 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2023 |
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| spelling | Foreman, John W. Verfasser aut Leadership Wise Why Business Books Suck, but Wise Leaders Succeed 1st ed Newark John Wiley & Sons, Incorporated 2023 ©2023 1 Online-Ressource (236 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Title Page -- Copyright Page -- Contents at a Glance -- Contents -- A Few Things Up Front -- Other Than Being a Bad Corporate Trainer, What Are My Qualifications? -- What's a Leader? -- Chapter 1 Business Books Suck -- Context Is Everything: Do Things That [Don't?] Scale -- What If I Said That Bad Leaders Are Too Consistent? -- Introducing Wisdom Literature -- The Facebook Uncle Dilemma -- Chapter 2 Let's Warm Up! Ten Business Choices Where One Option and Its Opposite Both Have Merit -- Let's Take a "Walk Around the Business" -- People -- A Players vs. B Players -- Accountability vs. Blamelessness -- Inputs vs. Outputs -- Far vs. Fast -- Process -- Speed vs. Order -- Specialization vs. Generalization -- Top Down vs. Bottom Up -- Product -- Good vs. Great -- Bundling vs. Unbundling -- Build vs. Buy -- I Didn't Give You Answers -- I Gave You Options -- Let's Do a Little Exercise -- Chapter 3 Generating Options -- Let's Get This Out of the Way: Consult Yourself -- Consult Your Co-workers and Customers -- Set Expectations in These Conversations: You're Just Gathering Input -- Consult Your Network -- Go Ahead, Read the Business Books! -- Management by Metaphor -- What Are My Levers? Chart Options Against Your Decision Levers -- Using All the Parts of the Animal -- Pull a "10th Man Rule" -- Checking In on Our Exercise -- Wisdom Literature Would Suggest None of These Options Is "Wrong" -- Isn't This Overkill? "Paralysis by Analysis" -- Over-confidently Incorrect -- This Needn't Take Long -- Analysis Paralysis Is All About Objectives, Not Options -- Chapter 4 What's Your Objective? -- A Problem Isn't a Priority -- Two Words to Know and Love: Minimize and Maximize -- Is It Possible to Love Two Objectives at the Same Time? -- Turn Priorities Into Constraints -- A Brief Interlude -- There's Plenty of Book Left! Chapter 5 Check Yourself Before You Wreck Yourself -- Going Deeper with Data -- Is an Anecdote Data? -- Quantitative vs. Qualitative. . .Who Wants Pretty Good Pizza? -- Priorities and Constraints Come First -- You Know What They Say About Assumptions -- Default to Learning Fast and Iterating -- Not All Who Wander Are Lost -- One-way vs. Two-Way Doors. . .or Are They Streets? Two-Way Things -- Do a Premortem -- Blazing Through Covering Your Ass -- Chapter 6 Making the Most of Execution -- Make Your Decisions "Fully Loaded" -- "Use All the Parts of the Animal" -- Establish Success and Failure Criteria Up Front -- Be Transparent, But Commit to the Bit! -- Transparency Costs You Nothing -- What's "My Part of Our Whole?" -- Commit to the Bit -- There Is No Separation of Mind and Body -- Chapter 7 "Keeping It Real" -- Emotions Are Shortcuts -- Diving a Little Deeper into My Knee-Jerk Reactions -- All Feelings Are Valid. Always Acting Out of Them Is Neither Authentic nor Beneficial -- A Process for Becoming Increasingly Authentic -- Start with Post Facto Reflection -- Positive Reinforcement Is the Feedback Loop That May in Fact Change You -- That's Cool. But It Doesn't Apply to Me -- Enough with This Woo-Woo Feelings Stuff -- Chapter 8 Shaping the Company for Success -- Company Culture and Values -- Culture Is a Sum of Our Values, Explicit and Implicit -- Good Leaders Actively Check On and Shape Their Culture to Produce Better Decisions -- Culture Eats Decision-Making for Breakfast -- So How Do We Eat Culture for Breakfast? -- Making Implicit Values Explicit -- People: Hiring, Managing, Promoting, and Firing -- Hire People Who've Read and Like This Book -- Give Less Responsibility to Those Who Make Poor Decisions. Give More to Those Who Make Great Decisions -- Scale Your Impact -- Conclusion -- Acknowledgments -- About the Author -- Index -- EULA. Erscheint auch als Druck-Ausgabe Foreman, John W. Leadership Wise Newark : John Wiley & Sons, Incorporated,c2023 9781394191680 |
| spellingShingle | Foreman, John W. Leadership Wise Why Business Books Suck, but Wise Leaders Succeed Cover -- Title Page -- Copyright Page -- Contents at a Glance -- Contents -- A Few Things Up Front -- Other Than Being a Bad Corporate Trainer, What Are My Qualifications? -- What's a Leader? -- Chapter 1 Business Books Suck -- Context Is Everything: Do Things That [Don't?] Scale -- What If I Said That Bad Leaders Are Too Consistent? -- Introducing Wisdom Literature -- The Facebook Uncle Dilemma -- Chapter 2 Let's Warm Up! Ten Business Choices Where One Option and Its Opposite Both Have Merit -- Let's Take a "Walk Around the Business" -- People -- A Players vs. B Players -- Accountability vs. Blamelessness -- Inputs vs. Outputs -- Far vs. Fast -- Process -- Speed vs. Order -- Specialization vs. Generalization -- Top Down vs. Bottom Up -- Product -- Good vs. Great -- Bundling vs. Unbundling -- Build vs. Buy -- I Didn't Give You Answers -- I Gave You Options -- Let's Do a Little Exercise -- Chapter 3 Generating Options -- Let's Get This Out of the Way: Consult Yourself -- Consult Your Co-workers and Customers -- Set Expectations in These Conversations: You're Just Gathering Input -- Consult Your Network -- Go Ahead, Read the Business Books! -- Management by Metaphor -- What Are My Levers? Chart Options Against Your Decision Levers -- Using All the Parts of the Animal -- Pull a "10th Man Rule" -- Checking In on Our Exercise -- Wisdom Literature Would Suggest None of These Options Is "Wrong" -- Isn't This Overkill? "Paralysis by Analysis" -- Over-confidently Incorrect -- This Needn't Take Long -- Analysis Paralysis Is All About Objectives, Not Options -- Chapter 4 What's Your Objective? -- A Problem Isn't a Priority -- Two Words to Know and Love: Minimize and Maximize -- Is It Possible to Love Two Objectives at the Same Time? -- Turn Priorities Into Constraints -- A Brief Interlude -- There's Plenty of Book Left! Chapter 5 Check Yourself Before You Wreck Yourself -- Going Deeper with Data -- Is an Anecdote Data? -- Quantitative vs. Qualitative. . .Who Wants Pretty Good Pizza? -- Priorities and Constraints Come First -- You Know What They Say About Assumptions -- Default to Learning Fast and Iterating -- Not All Who Wander Are Lost -- One-way vs. Two-Way Doors. . .or Are They Streets? Two-Way Things -- Do a Premortem -- Blazing Through Covering Your Ass -- Chapter 6 Making the Most of Execution -- Make Your Decisions "Fully Loaded" -- "Use All the Parts of the Animal" -- Establish Success and Failure Criteria Up Front -- Be Transparent, But Commit to the Bit! -- Transparency Costs You Nothing -- What's "My Part of Our Whole?" -- Commit to the Bit -- There Is No Separation of Mind and Body -- Chapter 7 "Keeping It Real" -- Emotions Are Shortcuts -- Diving a Little Deeper into My Knee-Jerk Reactions -- All Feelings Are Valid. Always Acting Out of Them Is Neither Authentic nor Beneficial -- A Process for Becoming Increasingly Authentic -- Start with Post Facto Reflection -- Positive Reinforcement Is the Feedback Loop That May in Fact Change You -- That's Cool. But It Doesn't Apply to Me -- Enough with This Woo-Woo Feelings Stuff -- Chapter 8 Shaping the Company for Success -- Company Culture and Values -- Culture Is a Sum of Our Values, Explicit and Implicit -- Good Leaders Actively Check On and Shape Their Culture to Produce Better Decisions -- Culture Eats Decision-Making for Breakfast -- So How Do We Eat Culture for Breakfast? -- Making Implicit Values Explicit -- People: Hiring, Managing, Promoting, and Firing -- Hire People Who've Read and Like This Book -- Give Less Responsibility to Those Who Make Poor Decisions. Give More to Those Who Make Great Decisions -- Scale Your Impact -- Conclusion -- Acknowledgments -- About the Author -- Index -- EULA. |
| title | Leadership Wise Why Business Books Suck, but Wise Leaders Succeed |
| title_auth | Leadership Wise Why Business Books Suck, but Wise Leaders Succeed |
| title_exact_search | Leadership Wise Why Business Books Suck, but Wise Leaders Succeed |
| title_exact_search_txtP | Leadership Wise Why Business Books Suck, but Wise Leaders Succeed |
| title_full | Leadership Wise Why Business Books Suck, but Wise Leaders Succeed |
| title_fullStr | Leadership Wise Why Business Books Suck, but Wise Leaders Succeed |
| title_full_unstemmed | Leadership Wise Why Business Books Suck, but Wise Leaders Succeed |
| title_short | Leadership Wise |
| title_sort | leadership wise why business books suck but wise leaders succeed |
| title_sub | Why Business Books Suck, but Wise Leaders Succeed |
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