Book Description
In his nearly thirty years of teaching leadership, John Maxwell has encountered this question again and again:
How do I apply leadership principles if I'm not the boss? It's a valid question that Maxwell answers in
The 360 Degree Leader voted best business book of the year by Soundview Executive Book Summary subscribers, and 2006 recipient of their Harold Longman Award. In this award-winning book, Maxwell asserts that you don't have to be the
main leader to make significant impact in your organization. Good leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers. Debunking myths and shedding light on the challenges, John Maxwell offers specific principles for Leading Down, Leading Up, and Leading Across. 360-Degree Leaders can lead effectively, regardless of their position in an organization. By applying Maxwell's principles, you will expand your influence and ultimately be a more valuable team member.
Customer Reviews:
Leadership 360.......2007-08-09
John Maxwell does it again. He bring perspective to you and your environment wherever you may be in the orgnaization and helps you look at yourself in a different light.
Everyday Practicality.......2007-08-06
Once again John Maxwell gives us sound advice on how to be more effective and he does it in ways that we can actually accomplish.
I like the fact that he gives us tasks and subtasks that allow us to meet each goal and become effective from where ever we may be in the company. Everyone has the potential to influence others if they can only find the right way to do it.
Maxwell believes that leading can occur from most anywhere and he gives practical ways to do just that. The thing that holds many people back is that they often feel that because they don't have any direct reports or because they are not in middle management or above that they can't lead and have influence. Maxwell refutes that myth and shows us how to lead up, down and across. These 3 directions will touch everyone and improve their ability to lead.
The book is broken into sections that covers each of the leadership directions and each direction is filled with tips and advice. The book isn't too long and is never boring. It it worth reading again and again to make sure that you are staying on track with your leadership goals and growth.
Required Reading for Today's Leaders.......2007-07-07
Another great book by leadership guru, J. Maxwell. This is an excellent book on leadership and contains many good ideas that anyone can apply from anywhere in their organization.
OK.......2007-06-20
This book has a lot of usefull information in it however at times I felt myself getting a little bored. The writer used to be a pastor and refers back to that a lot. Although I know he is trying to use real world examples I feel as though I have no relation with that genre of life. All in all, it's a good book and I learned a lot but I wish it was a little more interesting and more importantly exciting!!!
Developing middle-managers.......2007-06-13
This is a very good book to develop middle managers in an organization. John Maxwell points out how those in the middle can have a great leadership influence and shouldn't wait until they make it to the top to sharpen their skills. The book is easy to read and full of insightful quotes and stories.
Book Description
Most organizations struggle with the question of leadership. How do you identify leaders in the making? How do you train them, taking into account their unique strengths and weaknesses? This collection of articles examines the ways in which managers and executives develop as leaders, and then helps readers apply successful tactics in real-life settings. Using innovative as well as time-honored approaches, Harvard Business Review on Developing Leaders guides readers through the challenges of leadership development.
Customer Reviews:
Great Product.......2007-09-09
Product in GREAT condition as described. Very fast shipping!! Will do business with again!!
Book Description
How do you develop the people who will one day lead your company? High Flyers challenges conventional wisdom about how to groom executives for the top positions in the firm by presenting a strategic framework for identifying and developing future executives that senior managers can use to identify and develop future executives. McCall demonstrates that the best executives aren't necessarily managers who possess a previously identified, generic list of traits or who have risen to the top through survival of the fittest. Rather, the real leaders of the future are those who have the ability to learn from their experiences and remain open to continuous learning. If these people get the right experiences on the job, they will have the ultimate opportunity to learn new executive skills. Full of vivid real-life examples, High Flyers is for everyone in the organization who has responsibility for developing people--as well as for aspiring managers who want to learn what it takes to become truly effective leaders. For companies, High Flyers demonstrates the power of executive development as a competitive advantage and the way to ensure the best leadership for the future.
Customer Reviews:
An important Contrubtion.......2005-11-25
As an avid read of "leadership development" books, I found High Flyers very stimulating and thought-provoking. While I believe that talent is more than "the ability to learn", I do believe leaders who have this quality are best able to leverage their God-given talents and gifts whatever they are. The most important contribution of this for me was the emphasis on the power of experience and the ability to learn from it. With so much emphasis of leadership development being about acquring knowledge and skills, I felt McCall brought balance to this over-emphasis.
More about executives than leaders..........2002-01-18
The author is a professor of management at USC, so his perspectives on leadership are limited to those qualities found in executives and in very large businesses that support the training of executives. The most helpful aspect of his book is that McCall urges large companies to develop systematic training for executive leaders, rather than leaving younger executives in a sink-or-swim situation. He also has a bias against ruthless, cut-throat competition and male testosterone-driven demonstrations of power and wealth that executives can get drawn into or promote.
Nevertheless, the book is limited: it says very little about leadership as a quality found in other people, other settings; implies that leadership is a unique quality of exceptional people that can be taught to those up-and-coming risers primarily; and supporting data is quite limited. He stumbles when he talks about leadership per se by using an example of a child violin prodigy, as if this child-becoming-virtuoso should be our model of leadership development.
It also is overwritten, the way stuff from Harvard Business School Press is overwritten: breathless, breathtaking, fawning over winners, etc.
Decent book, especially if you are new to the field.......2001-07-21
This is a pretty good book for those new to the leadership literature. Its main point is that leaders are made, not born. I found it a little long for the point it was making, but thats probably because I've read other books in the area.
A Process for Strategy-Driven Leadership Development.......2000-10-16
You will find a thoughtful, thorough process here for using a company's strategy to delineate what kind of leaders you will need, identify the leadership experiences that can create that type of leader, then to locate those who have the highest potential to develop those capabilities (those who learn rapidly and well), and to monitor progress. This is a very humane book that will help many avoid the painful career derailments that we read about all too often when a top performer suddenly crashes and burns in public.
By comparison, most companies are looking for executives with the right stuff for today, not the future. Then in a Darwinian process of survival of the fittest, those with the best track records win the leadership roles. Professor McCall points out a very serious flaw in this model, in that many people progress without developing any better leadership skills. With more and more success, leadership skill may actually drop as strengths and competencies are more and more likely to turn into weaknesses as they become exaggerated and weaknesses stay weak. He uses a detailed case history of Horst Schroeder, who was fired as president of Kellogg's after only 9 months, to make these points.
On the usually-correct assumption that your company has not yet brought this new model to bear, the author presents an excellent appendix for helping an individual executive to plan and implement one's own development.
"The message of High Flyers is that leadership ability can be learned, that creating a context that supports the development of talent can become a source of competitive advantage, and that the development of leaders is itself a leadership responsibility." I suggest that you consider Jack Welch at General Electric as the embodiment of the truth of this statement.
Now let me share my concerns about this book. Most companies change strategies at least as often as they change CEOs. Many do it even more often. The average life of a strategy has to be about 3-5 years. That's too short a time to be the context for a leadership development program, unless the new strategy requires exactly the same kind of leaders -- which is unlikely to be the case. In such environments, leadership recruiting probably deserves more attention than leadership development. On the other hand, strategy should not change so often. As my co-author and I point out in The Irresistible Growth Enterprise, it is possible to have a constant mission, vision, and strategy in the midst of a rapidly changing business environment if you think through the issues of potential volatility in advance. In that sort of company, this book's approach will prosper, as will the company and its stakeholders. I urge you to combine these perspectives and approaches in that way.
My other concern is that mission, vision, and emotional context are more important than strategy to success. Professor McCall unaccountably ignored those other important "fit" and "development" issues. They should certainly be added back into this general model by anyone who is interested in systematically developing and providing more and better leadership.
After you have finished reading this excellent book, consider the next governmental election you are asked to vote in. How could government leadership be improved by using a similar process to develop the next generation of elected candidates? Certainly, the task of governing is becoming ever greater yet the current process has all of the flaws of "survival of the fittest" that Professor McCall describes here. We can do better. How should we?
How can this process be used in a nonprofit organization that you do volunteer work for?
A MODEL FOR DEVELOPMENT OF THE NEXT GENERATION OF LEADERS.......2000-06-29
MCCALL INTRODUCES A MODEL FOR THE DEVELOPMENT OF THE NEXT GENERATION OF LEADERS, SUGGESTING THAT PEOPLE WHO ARE ABLE TO LEARN FROM EXPERIENCE WILL LEARN THE NECESSARY LEADERSHIP SKILLS, IF THEY ARE EXPOSED TO THE RIGHT KIND OF EXPERIENCES, AND IF THEY RECEIVE THE RIGHT KIND OF SUPPORT IN THEIR LEARNING EFFORTS. HE POINTS OUT, THAT IT HAS TO BE THE BUSINESS STRATEGY AS DEFINED BY THE TOP-MANAGEMENT THAT DETERMINES WHICH LEADERSHIP SKILLS ARE REQUIRED FOR THE FUTURE OF THE ORGANISATION, AND WHICH KIND OF EXPERIENCE WILL BE KEY FOR THE INTENDED PERSONAL DEVELOPMENT (188).
McCall starts by discussing the nature of leadership skills: are they a set of skills, that one either does have or not, or can they be learned? Based on his previous research he holds, that executive leaders are more made than born. Therefore he asserts that leadership potential can not be identified by looking for a profile of "competencies", but by looking for the ability to acquire the skills that will be needed in the future. Only this approach will insure leadership capability in a world of rapid change (4/5). McCall goes on by contrasting a "selection perspective" and a "developmental perspective". If leadership requirements are seen as a finite set of positive attributes, or "competencies", a leader either has them or not. Experience will be a test to verify whether one has them or not. On the other hand, if leadership requirements are seen as something that can come in multiple possibilities, a leader might obtain them, but also loose them, over time. Experience will be a source of the required attributes.
To build the case for a developmental perspective, McCall analyses "derailment" cases, were things went wrong. Using the example of the president of Kellogg Co., Horst Schroeder, he names five factors of initial success, which are common to people who failed at a later stage of their career: track record, brilliance, commitment, charm and ambition (29). When looking at the causes for the turn from success to failure, he lists four elements: 1) strengths can become a weakness, 2) blind spots or weaknesses that did not matter initially, later do matter, 3) success can lead to arrogance and 4) bad luck. (36).
McCall then sets out to define what would be the "right kind of experience". He outlines sixteen developmental experiences, coming in four groups: 1) assignments, 2) other people, 3) hardships and 4) other events (68). McCall emphasises, that there is no such thing as a generic development path, however, meaning that many different experiences can be useful. Development, therefore, is about a rational use of experience (81).
McCall holds that executive development should be determined by business strategy: the business strategy has to suggest which experiences are the most important for development (108). He points out that there are already processes at work, that have to be identified first. He than uses a case study (99) to describe the path from strategic intend to executive development: strategy, e.g. "sustained growth", was translated into leadership challenges, e.g. "dealing with increased complexity effectively". These leadership challenges were subsequently translated to possible developmental experiences, e.g. "lead an expansion that requires adding something new or different".
As McCall believes that leadership talent should not be identified by using a list of end-state attributes, but by looking for the ability to learn what needs to be learned from experiences, he introduces a growth model for talent (130). First, talented people will have to pay the "price of admission" for getting the organisational attention and investment. This involves being committed to making a difference, seeing things from new angles and having the courage to taking risks. Then, talented people will take advantage of the opportunities generated by the visibility. The next difference that characterise talented people is that they increase the learning opportunity. Finally, they take learning to heart, and change as a result of the experience.
Because of the central role of "the right kind of experience" in the development of the next generation of leaders, the mechanism to move people from one assignment to another is McCall's next focus. Succession planning can be more productive from a developmental perspective, if replacement candidates for key assignments are not identified on the basis of their current readiness for the job, but on the basis of how much they could learn from it. He predicts, that decision makers would only dare to do so, if they are not only held accountable for short-term results, but also for development of talent to meet future strategic needs (149). In organisations, were no formal system for movement exists, tactics for development could include making deals with other managers, influencing individual executives and counselling talented people to play a more active role in their own development (153). Yet another approach would be reengineering or corporate restructuring, presenting opportunity to redesign jobs without necessarily reassigning people (157). In conclusion, McCall underlines that people learn most by doing things they have never done before.
McCall defines three catalysts as the right kind of assistance for the learning efforts of leadership talent: 1) improvement of feedback, 2) provision of incentives and resources, 3) support of the change effort (181).
In his final chapter, McCall summarises the case for strategic executive development: 1) leadership makes a difference for the successful change of organisations, 2) leadership can not always be found or bought outside, 3) derailments are expensive and therefore should be avoided, 4) "survival of the fittest" is not the same as "survival of the best", meaning that leaving leadership development up to chance is foolish, 5) development cost are already sunk for the larger part, so at least the return on the investment should be sought for, 6) creating a learning environment is consistent with employee empowerment, 7) it is good business practice and good for stakeholder relations.
The book is certainly worth reading.
Book Description
Can your company manage -- even encourage -- turbulence in ways that actually strengthen its competitive stance? Absolutely. In this work, top organizational psychologist Stanley Gryskiewicz argues that challenges to the status quo can be catalysts for creativity, innovation, and renewal and shows leaders how they can keep their company on the competitive edge by embracing a process he calls Positive Turbulence. Developed through the author's work with many of the world's leading companies over the course of thirty years, Positive Turbulence delivers proven methods for creating an organization that continuously renews itself through the committed pursuit of new ideas, products, and processes.
Customer Reviews:
Stay Innovative.......2001-08-17
Positive Turbulence is a very practical guide to keeping your organization moving at a healthy pace and continuing to innovate in order to compete in today's ever-changing marketplace. The theories included can be easily applied and related to any organization with Positive or Negative turbulence. It's a fluid read that's over before you know it.
Practical Guide for Leaders.......2001-02-20
Positive Turbulence is helpful for leaders at all levels of an organization. With theories and examples, the author promotes the need to see the world of work with fresh eyes and to learn from unexpected situations. As a well-known authority on creativity and innovation, Dr. Gryskiewicz provides convincing information about the value of using changing, often turbulent conditions, to shape a flexible organization, open to new ideas. A good source of practical approaches and lots of resources in an easy-to-read format--this is a good book to include in your leadership library.
C.M.Steward Managing Director The Crossland Group
You'll come away embracing change, not avoiding it.......2000-10-07
Stan Gryskiewicz has a gift for telling a story. This makes his book, Postive Turbulence, a pleasure to read. More important, he has years of experience in helping organizations, teams, and individuals become more innnovative. This makes Positive Turbulence truly useful.
This optimistic, upbeat book stands out because of Gryskiewicz's ability to show how his ideas can be put into action. Pragmatic and practical, he shares his ideas and experience generously. Strategies such as "Focusing on the periphery as a source for innovation and renewal" come to life as a way of spotting technology shifts and marketplace trends.
As a psychologist and consultant, I work with R & D teams and with managers who need to become more effective, forward-looking leaders. This is a book I can and will recommend to my clients and to my colleagues.
Real Innovation? Wow a,d How!.......2000-02-25
As a business man and entrepeneur for more than 40 years, I am forced to confess that this is the most "down to earth" high quality thinking book that came into my hands in many years. It shows from the very begining -and in each page- what real innovation is and should be in any organization operating in any country. It is written out of a life experience which obviously includes knowledge and hard extended atentive work (a good life!). It is not an "instant happening", like instant coffe and other much popular approaches to delicate and far reaching issues, accompanied by an extensive and highly practical "how to" hints and tools for each managerial level and position. Mr. Gryskiewicz, if you intend to keep on writting on the subject, it is not going to be easy to surpass this "Positive Turbulence" you generated. Angel Sanhueza, Executive Director, CPS International.
Innovation Principles That Produce Results.......1999-12-22
POSITIVE TURBULENCE is enjoyable to read, logical in its structure but not stiff, and it really reflects the essence of 30 years of top-level insight into major organizations around the world. The author provides us with the best of this experience, and not all writers do this-they often try to withhold a few gems for the next book, making the current product less than it could have been.
It is our good fortune that the author has avoided this temptation. Rather, this book is a sincere sharing of a breakthrough experience that has lessons of value the reader can immediately put to productive use. I am one of those that tries on a lot of books, and few seem to fit; but POSITIVE TURBULENCE fits perfectly and, like a favorite, it will be enjoyed and appreciated for a lifetime.
Book Description
Leadership development is one of the most critical needs of any organization. With Baby Boomers starting to retire, where will new leaders come from? How does a company make sure it has the "bench strength" to have the right leaders at the right time? This book offers a powerful and original approach to the challenge, covering strategic factors often overlooked in other books. These include how to:
* choose between growing talent from within and hiring outside people * create and execute talent strategies to maximize organizational effectiveness * hire a Chief Talent Officer, a position increasingly found at forward-looking companies * use "war-game" scenarios to test strategies and correct bad decisions quickly
Bench Strength offers specific, step-by-step guidelines for developing every aspect of a winning strategy. Most important, it provides the action steps for making smart, realistic choices, and putting a talented and versatile team together--for today and for the future.
"This book provides all the right stuff if you're ready to get down to the hard work of strategic talent management. Take advantage of well thought out questions, challenges, and guidelines for designing and executing with confidence. Barner does a superb job." -- Janet S. Steinwedel, Ph.D., Director Leadership Coaching, AstraZeneca Pharmaceuticals
"Follow this comprehensive, practical roadmap--complete with toolkit--to the land of an energized and high performance work environment." -- M. Cass Wheeler, CEO, American Heart Association
"This book serves as an insightful guide for both executives and development professionals. By presenting a balanced perspective of the different strategic approaches, it provides a thoughtful analysis of the options (and trade-offs) associated with implementing various leadership development initiatives. Organizations interested in attaining a competitive advantage through people (specifically a strong leadership team) will learn about the subtlety and creativity needed to do it right (one size does not fit all)." -- Christina D. Williams, Ph.D., Managing Director, RHR International
"P & L owners and HR practitioners alike will find this book easy to use and highly applicable to their joint cause of winning the sustained talent war. Barner's blend of cases, theory, models, and questions of self-discovery is a perfect balance." -- Samir Gupte, Vice President, Human Resources, Bahama Breeze
"Bob Barner presents a highly cogent and comprehensive guidebook for HR professionals, managers, and CEO's for building an effective talent strategy. Focusing on key talent decisions - 'Make versus Buy'/'Capstone versus Foundation'/'Build Out versus Trade-up' - this book brings clarity to the most vexing and perennial HR challenges, helping managers not only to understand the options they have but how to think through these choices and specifically when and how to respond. Distinctive throughout is the book's unwavering focus on business impact and alignment with business strategy." -- Jean Martin-Weinstein, Managing Director, Corporate Leadership Council
"Bench Strength is the only book on talent management I have read that is practical and actionable. Barner not only outlines a well-defined path for success, but also provides examples and experiences that bring the words and recommended actions to life. This book will be of immense value to any organization seeking to develop a talent management strategy that is aligned with and supports the business direction." -- Tracy South, Senior Vice President, Human Resources, Mosaic Sales Solutions
Customer Reviews:
Insightful and Comprehensive.......2006-07-02
Bench Strength is one of the most accessible books I've found on leadership and executive talent. I particularly find the graphics and summary charts appealing; I wish all authors would consider readers as much when dealing with the complexities of today's business challenges.
Anyone who yearns for a master plan on how to integrate talent strategy with business strategy in order to take his/her organization to the next level must get this book. Reading each chapter is akin to having a one-on-one coaching session with a 20-year veteran in organizational and management development (the author, Robert Barner).
Bench Strength has earned a prominent place on my bookshelf and is one of my favorite resources.
Average customer rating:
|
The New Banker: Developing Leadership in a Dynamic Era
James H. Donnelly , and
Steven J. Skinner
Manufacturer: McGraw-Hill Trade
ProductGroup: Book
Binding: Hardcover
 Public Finance
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| Business & Investing
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General
| Business & Investing
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Banks & Banking
| Industries & Professions
| Business & Investing
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General
| Investing
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ASIN: 1556231776 |
Book Description
The systematic management of executive talent is a key strategic challenge for most large corporations. This is an emerging field and, consequently, there is a lack of consensus about what is involved and a variety of approaches have been adopted. In Developing Executive Talent Jonathan Smilansky, Ph.D. summarises the key activities and concerns of large businesses in the USA and Europe that are focused around the identification, development and effective utilisation of executive talent. In doing so, he provides even the most experienced Human Resource executive with a much broader array of inputs about what today's leading organizations are doing in this area.
What quickly becomes clear is that even the best businesses are still developing their talent management processes. There are no 'right' answers and different organizations, with different levels of commitment, at different stages of development and in different environments produce different approaches. Developing Executive Talent is a map that lets you compare your organisation's approach with what others are doing in this area. It also grants you a close-up view of alternative processes designed to identify and develop the leaders of tomorrow. By learning from the experience of others you can become an 'educated consumer' of talent management services, and help both your organization and your own career.
With quotations from Heads of Human Resources describing their experiences and concerns, specific tools and processes used by large businesses to identify and manage the leaders of tomorrow, Developing Executive Talent offers the clearest and most coherent picture to date of how leading organizations are tackling this critical business challenge.
Book Description
The Leader's Shadow is the first book to fully examine the inner dynamics of executives in top leadership positions. Based on systematically collected descriptions from a wide variety of executive leaders and a comprehensive review of the literature on leadership character, this book provides a framework for thinking about the character development of those in leadership positions. Judge describes and analyzes the context within which leaders operate, the theory and research behind the personalities of leaders, and the values held by leaders. The Leader's Shadow is an important resource for executive coaches, management trainers, and consultants, as well as students in leadership, organizational change and organizational development.
Customer Reviews:
Not recommended.......2002-10-29
This book is little known and with good reason. Frankly, there is nothing here about leadership of any value. To add insult to injury, Judge's communication style is downright irritating. Should you wish to know about leadership, I recommend books by Goleman, Kotter or Collins. I was forced to read Judge as I am an Executive MBA student at the University of Tennessee, where Judge teaches. However, it's unlikely that you will encounter this book anywhere else.
Poorly researched and written.......2002-10-06
Besides the hackneyed MBTI theory and the smarmy interpretation, I can't believe Judge found no women leaders to interview!
Those who can do..........2002-02-25
And those who can't teach. Judge's book on leadership
appears to classify him in the latter category. I disagree
with the suspiciously glowing review of this nondescript
book. There is nothing risky in this book -- after all,
what is risky about the MBTI; or concluding that leaders
have to want to change in order to do so. There is a
lot here that is hackenyed, old hat and nothing special.
Skip this one.
An experiential approach to behavioral change for leaders.......2002-02-11
Judge's book represents a risk on the part of the author. Namely, stating the conclusion that changes in a leader's behavior and style can only be accomplished by the individual's own reflective self-examination and desire to change. Admittedly the supporting data are limited - caveats clearly stated at the outset. These include limited geographic and gender CEO representation in the survey upon which the book is based. But the conclusions are clearly limited to those supported by the research. In addition, this book does not offer the simplistic and ineffective "checklist" approach to effective leadership. It recognizes that meaningful and lasting effectiveness for leaders is based on recognition of their weakenesses, and use of the personality attributes not naturally a part of what they perceive as their strengths ("shadow work"). Finally, the message in this book is not heard by all, only those sufficiently intuitive to understand the natural internal conflict that results in extraordinary leadership. An excellent book from a thoughtful author.
Pass this one by..........2002-02-02
Neither a book on ethics nor leadership -- nothing worth remembering or savoring. You can safely skip this one as many others have.
Book Description
In our borderless global economy, companies must ship their executives nearly as far and wide as their products. Whether these far-flung executives soar or land with a thud may make all the difference between a successful international enterprise or a world-class failure-and it is this crucial difference that Developing Global Executives defines.
Based on a wide-ranging study of veteran global executives, leadership development experts Morgan W. McCall, Jr. and George P. Hollenbeck reveal what it takes for organizations to groom, and individuals to become, successful international executives.
The answer sounds deceptively simple: People learn to "be global" from doing global work. But therein lies a tricky distinction-what specific types of career experiences are the ones that prepare global leaders for their roles? To what extent can individuals seek out-and companies help orchestrate-these experiences?
In Developing Global Executives, leading global executives help answer these questions. Through their candid, rich, and varied stories, readers learn who global executives are, what distinguishes them from domestic leaders, and which experiences have been most critical to mastering their extremely demanding careers. In addition, these "lessons from the field" underscore the key requirements and challenges of effective leadership in a global environment: from the importance of continuous learning and the crucial role of mentors to the difficulties in overcoming "culture shock" and the warning signs of potential derailment.
Practical and far-sighted, this book offers a wealth of firsthand insights for aspiring and current international executives and the organizations that employ them.
AUTHORBIO:
Morgan W. McCall, Jr., a Professor of Management and Organization at the Marshall School of Business at the University of Southern California, is the author of High Flyers: Developing the Next Generation of Leaders. He was previously the Director of Research at the Center for Creative Leadership in Greensboro, North Carolina.
George P. Hollenbeck is an organizational psychologist based in the Houston, Texas area. He formerly served as an HR executive with worldwide responsibility at Merrill Lynch and at Fidelity Investments, and as Senior Director, Executive Education at the Harvard Business School.
Customer Reviews:
MUST READ for aspiring & experienced global managers.......2007-05-28
Downside is there is no chapter on Re-patriation, what happens when you come back to your head-quarters or home country.
MUST READ for people planning assignment abroad or aspiring to a global career. Makes go balance between the theory of use of international experience in development and practical what it takes for an individual to succeed with guidance from experienced executives. Also covers potential derailment.
Includes a list of global competencies (characteristics) and making sense of culture.
Should be on any HR curiculum for global HR management !
Customer Reviews:
Not a "Women's" Leadership Book .......2005-11-26
I was looking for a book that would provide information on leadership skills specific to women. However, the skills covered in this book are equally important to men and the author didn't significantly describe the difference. I have so many general leadership books that this book was a waste for me.
Books:
- The All-in-One College Guide: A More-Results, Less-Stress Plan for Choosing, Getting into, Finding the Money for, and Making the Most out of College
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- The Art of Project Management (Theory in Practice (O'Reilly))
- The Baby Boon: How Family-Friendly America Cheats the Childless
- The Brand You 50 : Or : Fifty Ways to Transform Yourself from an 'Employee' into a Brand That Shouts Distinction, Commitment, and Passion!
- The Business of Sports: Cases and Text on Strategy and Management
- The Complexity of Cooperation
- The Emotional Intelligence Quick Book
- The Fifth Discipline Fieldbook
- The Girl's Guide to Being a Boss (Without Being a Bitch): Valuable Lessons, Smart Suggestions, and True Stories for Succeeding as the Chick-in-Charge
Books Index
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