Writers on Leadership (Penguin Business)
This book's subhed describes exactly what leaders so often have to do: Make decisions before they know everything.
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And for those interested in getting ideas from diverse fields, Duke's background certainly offers one: A former World Series of Poker champion , she was earlier awarded a National Science Foundation fellowship to study cognitive psychology at the University of Pennsylvania. Duke is now a business consultant who speaks and coaches on decision strategy with corporate clients, the lessons of which are distilled in this book. The connection makes sense: Curr is building a fiction imprint sourced locally, globally, and internationally, while expanding the non-fiction properties, centering global appeals for the English and foreign language publishing programs.
She is also growing the Amistad and Rayo imprints to build a wider list of diverse writers and stories within this editorial purview. Prior to joining HarperCollins, Curr founded Atria Books in , and was named President and Publisher of Atria Publishing Group in , with responsibility for all its editorial, publishing, and marketing activities. A native of Australia, Curr has been an executive in American publishing since Murphy has more than 20 years of experience in publishing.
Prior to joining HarperCollins, she was VP, Publisher at Disney Publishing Worldwide, where she oversaw the publishing campaigns of many best-selling and beloved books for children and young adults. She also oversaw the expansion of the Disney franchise publishing programs and lead new IP content initiatives.
Prior to joining Disney, Murphy was VP, Group Publisher, Scholastic Trade Publishing, where she led the publishing and promotion campaigns for major best-sellers, including the final books in J. Mark had a strong history of executive leadership roles. Prior to joining the publishing industry, Mark was involved in the private equity business, primarily on the operating side, having served as president of three portfolio companies that focused on home furnishings, gifts and the distribution business. He began his career in the entertainment and communications industry at the now defunct breakfast TV business, TV-am, where he worked in sales and marketing, leaving in These timeless lessons are ever-more important in the current environment.
For those who think this is just a book for investors, think again. Wise musings by a very smart businessman. This is a practical, inspiring handbook for anyone striving to improve a business model or craft a new one. You will learn how to systematically understand, design, and implement a new business model or analyze and renovate an old one.
The book practices what it preaches.
11 leadership books to read in 2018
Co-authored by Business Model Canvas practitioners from 45 countries, the book was financed and produced independently of the traditional publishing industry. It features a tightly-integrated, visual, lie-flat design that enables immediate hands-on use. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position.
Over the last two decades, the conventional approach to strategy has become frustratingly complex. Are there barriers to entry that allow you to do things that other firms cannot? It teaches the theory of disruptive innovation and why great companies fail when they ignore disruptive products in their competitive space.
A favorite of countless other great CEOs, the book challenges conventional wisdom on what businesses should be focused on and when they should deviate from business as normal. As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well.
But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. Turn the Ship Around!
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The measure of the executive, Peter F. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results. Drucker identifies five practices essential to business effectiveness that can, and must, be learned: Managing time, choosing what to contribute to the organization, knowing where and how to mobilize strength for best effect, setting the right priorities, and knitting all of them together with effective decision-making.
Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations. Six Thinking Hats can help you think better-with its practical and uniquely positive approach to making decisions and exploring new ideas.
It is an approach that thousands of business managers, educators, and government leaders around the world have already adopted with great success. Emotions, information, logic, hope, and creativity all crowd in on us. It is like juggling with too many balls. Through case studies and real-life examples, Dr. His book is an instructive and inspiring text for anyone who makes decisions, in business or in life.
Uniting a team in such disarray that it threatens to bring down the entire company. Will she be fired? Will the company fail? Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle.
He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team.
Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders. Why are there so many gaps between what firms know they should do and what they actually do? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results.
Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it.
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Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. Based on a massive Gallup study of 2 million people, this book shows individuals how to cultivate their own career strengths and strengths, managers how to capitalize the talents of their people, and executives how to build an entire organization around the talents of each employee.
Unfortunately, most of us have little sense of our talents and strengths, much less the ability to build our lives around them. At the heart of the book is the Internet-based StrengthsFinder R Profile, the product of a year, multimillion-dollar effort to identify the most prevalent human strengths. In developing this program, Gallup has conducted psychological profiles with more than two million individuals to help readers learn how to focus and perfect these themes. They employ different styles and focus on different goals.
Despite their differences, great managers share one trait: They break virtually every rule conventional wisdom holds sacred. They disregard the golden rule. They even play favorites.
Companies compete to find and keep the best employees using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark.
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The front-line manager is the key to attracting and retaining talented employees. This amazing book explains how the best managers select employees for talent rather than for skills or experience, how they set expectations, how they motivate people, and how they develop people. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs when their parent company, International Harvester, went down the tubes.
What these workers created was a revolutionary approach to management that has proven itself in every industry around the world for the past thirty years—an approach that is perhaps the last, best hope for reviving the American Dream. Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. It is a book to recommend to your friends in industry — even to your bosses — but not to your competitors. In , business guru Tom Peters co-authored In Search of Excellence, one of the most influential business guides of all time.
More recently, through seminars in 47 states and 22 countries, Peters reexamined, refined and reinvented his views on innovation—the 1 survival strategy, he asserts, for businesses of the next millennium. In this classic text, Taiichi Ohno—inventor of the Toyota Production System and Lean manufacturing—shares the genius that sets him apart as one of the most disciplined and creative thinkers of our time.
A historical and philosophical description of just-in-time and lean manufacturing, this work is a must read for all students of human progress. On a more practical level, it continues to provide inspiration and instruction for those seeking to improve efficiency through the elimination of waste. Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry.
In Out of the Crisis, originally published in , Deming offers a theory of management based on his famous 14 Points for Management. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service.
In simple, direct language, he explains the principles of management transformation and how to apply them. Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA?
How can good companies, mediocre companies, even bad companies achieve enduring greatness? For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years.
New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C. Prahalad, whose much-revered thinking has already engendered a new language of strategy.