But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Book Description
The new grand theory of leadership by Ram Charan . . . The breakthrough book that links know-how—the skills of people who know what they are doing— with the personal and psychological traits of the successful leader.
How often have you heard someone with a commanding presence deliver a bold vision that turned out to be nothing more than rhetoric and hot air? All too often we mistake the appearance of leadership for the real deal. Without a doubt, intelligence, vision, and the ability to communicate are important. But something big is missing: the know-how of running a business—the capacity to take it in the right direction, do the right things, make the right decisions, deliver results, and leave the people and the business better off than they were before.
For well over four decades, Ram Charan has been learning in the most visceral way the underlying reasons why leaders succeed and fail. As one of the most influential advisers to top management teams of leading companies around the world, he has had a front-row seat to observe the cause and effect of leadership practices and behaviors.
Ram Charan’s insight into the real content of leadership provides you with the eight fundamental skills needed for success in the twenty-first century:
• Positioning (and, when necessary, repositioning) your business by zeroing in on the central idea that meets customer needs and makes money
• Connecting the dots by pinpointing patterns of external change ahead of others
• Shaping the way people work together by leading the social system of your business
• Judging people by getting to the truth of a person
• Molding high-energy, high-powered, high-ego people into a working team of leaders in which they equal more than the sum of their parts
• Knowing the destination where you want to take your business by developing goals that balance what the business can become with what it can realistically achieve
• Setting laser-sharp priorities that become the road map for meeting your goals
• Dealing creatively and positively with societal pressures that go beyond the economic value creation activities of your business
Know-How is the missing link of leadership. By showing how the eight know-hows link to, interact with, and reinforce personal and psychological traits, Ram Charan provides a holistic and innovative portrait of successful leaders of the twenty-first century.
Customer Reviews:
Some Good Insights.......2007-09-05
This book has some strong insights into identifying the skill set of performers and non-performers. It is also in some ways though too concise in terms of what Charan identifies.
For instance where he defines Tenacity - the drive to search, persist and follow through, but not too long.
I think Tenacity in leadership is terribly important and not something that has a point of stoppage.
I recently read Bob Prosen's "Kiss Theory Good Bye" and found its identification in terms of Crippling Habits that leaders/companies must overcome to be another inspiring book on how leaders and managers can truly empower long-term change in accountability and in terms of a company's bottom line.
Kiss Theory Good Bye: Five Proven Ways to Get Extraordinary Results in Any Company
Eight priorities for success as a CEO.......2007-08-30
Forty-five years of observing businesses and business leaders as a trusted business-advisor lead Ram Charan to conclude that eight areas of know-how are essential to success: Positioning the Business; Pinpointing External Change; Leading the Social System of your Business; Judging People; Molding a Team; Developing goals; Setting Laser-sharp Priorities; Dealing with Societal Pressures. Using relatable examples Charan explains what he means by these areas of know-how and then ends each chapter's discussion with some guidance on how to gather this know-how.
An easy read that may leave you thinking, "He speaks common sense."
This book is recommended for business leaders who want to consider if they are giving the right priorities to their time and energies. Dennis DeWilde, Author of The Performance Connection
Common sense leadership advice.......2007-08-28
This book covers eight leadership principles in a generic way. The author uses the trick of using success cases that sustains his ideas, but neglects the countless other cases that do not fit his theory. Anyhow, it's an easy and worth read.
Use this to clarify thinking.......2007-08-26
The essence of the book is in the way the thoughts are organized and clarified - and the confirmation that many of our thoughts about running a company and who should be in the company are not just intuition.
It is good value for money and provides a good checklist. I think the first chapter sums it sum nicely; the financial essence of running a profitable company are the same, whether a shoe-shop, a pizza place or a consulting company. What makes the difference is the deep know how needed to succeed in the marketplace - and his value is in giving a framework around which a reader can do substantial self-assessment and put in place a good plan for self improvement.
I also think this is really a good read before making critical hires in particular - it allows one to step back a bit from the hurried pace of today's hiring and take a deep look at what is really needed.
If this book can also help prevent entrepreneurs going off into areas where they lack know-how, this alone would be a great outcome.
Good and Specific Ideas.......2007-08-24
"Know-How" provides a number of credible and helpful ideas on building and sustaining a successful organization. I particularly liked his brief comments on why G.M.'s year 2000 onwards push to regain market had failed, and would greatly have valued more material on strategic thinking. The bad news is, like many books, "Know-How" runs out of gas in its latter half - too many vague aspects relying very heavily on difficult-to-evaluate judgement.
Ram begins by asserting that personal attributes (eg. raw intelligence, commanding presence and great communication skills) are just one small slice of the leadership pie, and that their value is greatly diminished without know-how. ("Know-How" also points out that even management genius Jack Welch originally overemphasized personal attributes.) Some key know-how strengths include the ability to creatively and positively respond to societal pressures with significant impact (eg. global warming, fuel economy), and setting laser-sharp priorities aligning resources and actions to accomplish the goals.
Important personal traits include ambition (with integrity and knowledge regarding where to move), drive and tenacity (stick to the plan, but also realize when it is not working), self-confidence (not driven by a desire to be liked and thereby tolerate non-performers), psychological openness, and an appetite for learning.
Positioning is the central idea of one's business, and most will require at change within each decade. Declining revenues/market share are warning signs. Basic positioning question is "Why is what we offer better than the other options available?" Another is "Where can we win?"
New technology often creates a need to reposition - eg. Google's impact on newspaper advertising. This need may be obscured by conflicting signals - eg. a rise in one region's sales. Another example is Blockbuster vs. Internet movie downloads, or IPod vs. music stores. Down the road thinking is essential in these situations, taking competitors' likely actions into account. The political process now has greater impact than ever before, representing another key area for review - eg. societal positions on global warming, fuel economy.
Immelt of G.E. uses "Dream sessions" to assess trends. Invites customer CEOs (and 1-2 associates) in for a 1-2 day session to hear what the participants visualize for up to ten years. External trends, root causes, views from their customers and regulators are considered. Immelt is also likely to ask those CEOs where they think G.E. should put its R&D priorities.
Promoting cooperation among top leaders is another important concern for a CEO. A new CEO observed that Sherwin-Williams' division presentations degenerated into 7-hour general discussions constantly interrupted by questions from other heads. He decided to limit the presentations to one hour, without interruption, and require the audience to submit three questions - of which he would choose the best. Finally, he asked the division heads whether the meeting had benefited them. Considerable improvement resulted.
Ram suggests multiple people participate in the evaluation of leaders. The intent is more probing, balanced judgement. (However, my experience in an organization needing substantial transformation is that the prior culture's leaders are not likely to focus on the right strengths - eg. overvalue "teamwork" vs. results.)
Hiring criteria for new people should focus on 3-4 top issues; using a broad checklist results in selecting so-so performers with broader experience than most. At least some of the new leaders should come from areas expecting new growth - eg. Brazil, China, India (for an international organization), store managers for Home Depot.
As for the G.M. vignette, when Wagoner took over in 2000 its N.A. market share had been slipping for years, particularly due to Toyota and Honda. Cash generation and margins were shrinking and factories were far below capacity. Wagoner decided to regain market share (probably the politically most popular choice, though my review of others is that it is rarely accomplished), and focused on rebates to accomplish this. Market share did go up, but cash and margins fell; its bonds were downgraded to junk status. Reality was that Toyota and Honda have major competitive advantages - shorter cycle times for new models, and fewer models requiring redesign investment. Also, neither were saddled with G.M.'s health care costs, and the operational excellence added an additional boost to margins. Ram suggests that G.M. should instead have killed off unsustainable product lines - eg. Hummer, Saab, and focused on improving results of those remaining.
Book Description
In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.
Customer Reviews:
Effectively Managing Change.......2007-08-17
In this book, Kotter methodically and carefully explains his eight-step process for creating major change in business organizations. He notes that the rate of organisational change has been increasing in recent years. The rapid and continual innovation in technology is driving changes to organisational systems and processes. There are also increased expectations of employees as they move more freely between organisations.
Kotter highlights the critical importance of leadership in any change programme. Strong, sustained leadership is crucial to changing deeply rooted corporate cultures and successfully implementing the change process.
John Kotter describes a helpful eight step model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.
In spite of the importance and permanence of organisational change, most change initiatives fail to deliver the expected organisational benefits. This book should help those involved in the change process to avoid the pitfalls and follow the eight steps that are explained in detail in the book.
Anyone planning or implementing a change programme will find the book useful, helpful and handy. The author presents the subject in a simple, concise, and easy to follow format.
Wow - thoughtful AND useful.......2007-06-28
Kotter's book is a roadmap of how to introduce a culture change effectively into an organization. Similar to "Good to Great" (Jim Collins), the book is much better organized and thorough.
Amazing!!.......2007-06-26
Have no further words to describe how increrable John Kotter brings in a easy way a subject so complex and important now-a-days. Indeed, it is recommend for all leaders who wants to take right decisions during turbulent times.
Still the definitive work on Change.......2007-06-13
I have been working in the change arena for the last 15 years and Kotter's book on Leading Change is still the definitive work. Based on his seminal 1994 HBR article "Leading Change: Why Transformations efforts fail" this is the best down-to-earth guide for both consultants and managers leading change. It has good practical examples and straightforward arguments - no psychological mumbo jumbo.
Envision, introduce, sustain change. or die........2007-05-09
Kotter gives us here a valuable handbook on how to visualize, introduce, and sustain change in an organization. Here are a few quotes:
"Handling new initiatives quickly is not an essential component of success in relatively stable or cartel-like environments. The problem for us today is that stability is no longer the norm. And most experts agree that over the next few decades the business environment will become only more volatile."
"Useful change tends to be associated with a multistep process that creates power and motivation sufficient to overwhelm all the sources of inertia."
Book Description
From the most trusted voice on transition, a revised edition of the classic practical guide to dealing with the human side of organizational change.
The business world is a place of constant change, with stories of corporate mergers, layoffs, bankruptcy, and restructuring hitting the news every day. Yet as veteran consultant William Bridges maintains, the situational changes are not as difficult for companies to make as the psychological transitions. In the best-selling Managing Transitions, Bridges provides a clear understanding of what change does to employees and what employees in transition can do to an organization.
Directed at managers and employees in today's corporations, Bridges shows how to minimize the distress and disruptions caused by change. Managing Transitions addresses the fact that it is people who have to carry out the change. When the book was originally published a decade ago, Bridges was the first to provide any real sense of the emotional impact of change and what can be done to keep it from disrupting the entire organization. With new information and commentary on layoffs, corporate suspicion, and the increasing tumult in the business world, Managing Transitions remains the definitive guide to dealing with change.
Customer Reviews:
High rating for a textbook, but it deserves it........2007-08-11
I have had several textbooks in Management between an Undergraduate, Graduate and Business itself. This was no different in that I expected the same old stuff, but was very pleasantly surprised at the authors candor about our perceptions of business practices. It didn't mince words on several tactics used by management and explained why so much doesn't work. It got my attention and I continued my reading with far more interest. There really isn't anything more complimentary I can say than I intend to sell all other books to new students, excect this one which I will hang on to and reference.
great results from this book.......2007-07-06
This is a wonderful book. If you deal with people who need to change how they do their work you must read this book.
great, short, valuable.......2007-07-04
This is a great book for all people who deal with people that are dealing with change. I have found this book useful when being a change agent for a company, or just for management in my own company. Part of the value of this book is it describes the emotional aspect of change. People are not always (usually) logical. Emotions play a large part. Knowing how to deal with the emotional aspect of change is essential. This book gives you great insights in this area.
Managing Transitions by William Bridges.......2007-05-13
This book is great! I was/am dealing with some pretty significant transitions -- the sudden death of my 21 year-old daughter, and a major division re-org at an S&P 500 company. Several months earlier, my VP had mentioned the book and suggested that all of his direct reports to read it. I did and it really hit home.
The author does an excellent job of describing the emotional and organizational impact of change and the mechanics of the process we use to get through it. We use the same basic process to deal with all change -- personal and professional -- and it has been very helpful to understand how it works. There is also a section in the book about the life cycle of an organization and that was illuminating. The book provided some tools to help me make critical decisions.
I bought six copies of the book and have given them out to friends and co-workers.
Great ~.......2007-05-07
This was a great book and well needed. If your your in or responsible for transitions. This is for you - an eye opener to some great ideas and the author takes the reader to both sides of the good and bad involving the transitional process and how it should be done. Great insight!
Book Description
Lean production has been proven unbeatable in organizing production operations, yet the majority of attempts to implement lean end in disappointing results. The critical factor so often overlooked is that lean implementation requires day-to-day, hour-by-hour management practices and skills that leaders in conventional batch-and-queue environments are neither familiar nor comfortable with.
Creating a Lean Culture helps lean leaders succeed in their personal batch-to-lean transformation. It provides a practical guide to implementing the missing links needed to sustain a lean implementation. Mann provides critical guidance on developing and using the key elements of a lean management system, including: leader standard work, visual controls, daily accountability processes, maintaining a process focus, managing key HR issues, and much more. In addition, a questionnaire is included to help assess current management practices and monitor progress.
Highlights: Distinguishes the much-discussed, abstract concept of "lean culture" from the concrete, implementable practices of lean management. Describes and illustrates 4 key principles of lean management: leader standard work; visual controls; daily accountability process, and discipline. Shows how visual controls bring process focus to life, tie in lean's requirement for highly disciplined execution, and make leaders' new jobs far easier to explain, model and evaluate. Moves beyond models and theories of lean management to show how to implement the daily practices that are the key to implementing and sustaining a lean transformation. Lots of case examples, figures and photographs.
Customer Reviews:
Great reference on real lean.......2007-10-05
This book fills an essential gap between Liker's Toyota Way and the many books on Lean Tools.
We intentionally didn't begin our lean transformation in our large service orgnization until we had this book because we saw the folly in trying to implement a bunch of lean tools without the necessary management system.
We have visited some Tier 1 Toyota suppliers and Kaizen really means continuous improvement not a succession of week-long projects that many big-time consultants and organizations focus on.
This book is our defacto lean transformation handbook and I am glad to see that it has become a standard reference for at least two MBA programs in the area.
Book has quite an impact on new lean leaders.......2007-06-19
This is a fantastic book, one of the small number of "core" lean books that I recommend to people. I've used the book with many healthcare clients who are new to lean. They have loved the book so much that they have read it three times, learning something new each time, and learning something different at each stage of their lean learning journey. The most frequent comment I hear is that the book means one thing to them before they start but it means even more to them after they have "struggled" with a lean environment on their own, revisiting the book and its concepts helps immensely.
Mann's book helps make concrete the vague notion of a "lean culture" and spells out steps leaders can take to start moving in that direction. The book doesn't promise quick fixes, nor should it, but it puts you on the right path to developing your people, your leaders, and your problem solving skills. Kudos to David Mann for a very practical, actionable guide for lean leaders or those of us who strive to become lean leaders.
Clearly shows you why something so simple is so hard to do.......2007-04-11
I've been doing Lean since 2000 (Six Sigma earlier, 1997) and have been applying general Toyota methods with what I'd consider a very good amount of success. The problem has been, how do you convey the necessity of the Toyota Lean method as a complete "business system" as opposed to JIT and "tools" thinking for busy, batch-thinking individuals? This book fills the gaping void.
Pro:
-Straight forward principles, complete and thorough
-Appear to be true to the Toyota principles as I have seen demonstrated by ex-Toyota executives/leaders turned consultants
-Drives to the heart of lean as a business system, with many elements that I've personally tried or seen work well
-A Shingo Prize winner... impressive
-Avoids excessive Japanese terminology (not an issue for me, but sometimes an issue for others)
Con:
-I think that the power of IT applications is somewhat understated, and pitfalls of using or attempting to use IT-related systems not well described. Would like to see a better description of pitfalls and issues more specifically. Until then, think of IT as you would if you were automating a process... it had better be high volume and well understood/mature.
Bottom Line: I think this a must-have text, and it is excellently written and laid out... plus it's to the point reinforced with numerous short case study examples. I'd recommend pairing this book with "The Toyota Way" (read that first to pave the way for this book). Also consider "The Toyota Way Fieldbook" as the ideal 3rd text to study. A word of caution, these books require a whole new way of thinking and commitment.
New Lean Leader's Review.......2007-04-01
Good easy to follow book. Interesting sections of different leader's responsibilities and the amount of time they should spend on standard work relative to their position. Also, intersting ideas on how to collect and follow up on worker's improvement ideas.
Managing in a Lean Organisation.......2007-03-08
There are many books on the principles of lean, how to map value streams, 5S and so on. I am not aware of any other books devoted to how managers should behave in the lean environment. This book concentrates on the management "process" and recommends a number of key behaviours for lean leaders:
1) Leader standard work - i.e. standard tasks, notably walking the work area and reviewing performance on the "gemba", as a regular activity;
2) Visual controls - linking cell and value stream visual management with strategy;
3) Daily accountability meetings.
It is fairly straightforward to understand, and it is a short book (less than 200 pages) but it makes its points well and its clear focus highlights the importance of these simple activities and behaviours for managers to reinforce and sustain the lean philosophy. I particularly like the chapter on people and participation. The book could have an easier style but overall I recommend it for all managers moving towards lean. Without managers displaying the lean culture in their actions, the transformation will not hold.
Book Description
Inviting and comprehensive, this introduction to industrial/organizational psychology emphasizes the connections between theory and practice across the full spectrum of personnel issues, worker issues, work group and organizational issues, and work environment issues. Coverage of career information, employee-centered issues, and cutting-edge research make the book ideal for those considering a career in the field. Research Methods in Industrial/Organizational Psychology. Statistical Analysis of Research Data. PERSONNEL ISSUES. Job Analysis. Employee Selection. Employee Training and Development. Evaluating Employee Performance. WORKER ISSUES. Motivation. Job Satisfaction, Work Attendance, and Quality of Work Life. Worker Stress. WORK GROUP AND ORGANIZATIONAL ISSUES. Communication in the Work Place. Group Processes in Work Organizations. Leadership. Influence, Power, and Politics. Organizational Structure, Culture, and Development. WORK ENVIRONMENT ISSUES. Human Factors in Work Design. Work Conditions and Work Safety. For anyone wanting an overview of the field of industrial/organizational psychology, especially as a career.
Customer Reviews:
not bad at all.......2005-02-22
This book is very good, but not for this topic. I'm really disappointed from this brand of sience.
Amazon.com
The Heart of Change is the follow-up to John Kotter's enormously popular book Leading Change, in which he outlines a framework for implementing change that sidesteps many of the pitfalls common to organizations looking to turn themselves around. The essence of Kotter's message is this: the reason so many change initiatives fail is that they rely too much on "data gathering, analysis, report writing, and presentations" instead of a more creative approach aimed at grabbing the "feelings that motivate useful action." In The Heart of Change, Kotter, with the help of Dan Cohen, a partner at Deloitte Consulting, shows how his eight-step approach has worked at over 100 organizations. In just about every case, change happened because the players were led to "see" and "feel" the change. In one example, a sales representative underscores a sense of urgency to change a manufacturing process by showing a videotaped interview with an unhappy customer; in another, a purchasing manager makes his point to senior management about corporate waste by displaying on the company's boardroom table the 424 different kinds of gloves that the company had procured through different vendors at vastly different prices. Well written and loaded with real-life examples and practical advice, The Heart of Change towers over other change-management titles. Managers and employees at organizations both big and small will find much to draw from. Highly recommended. --Harry C. Edwards
Book Description
John Kotter's international bestseller Leading Change struck a powerful chord with legions of managers everywhere. It acknowledged the cynicism, pain, and fear they faced in implementing large-scale change-but also armed them with an eight-step plan of action for leaping boldly forward in a turbulent world.
Now, Kotter and coauthor Dan S. Cohen delve deeper into the subject of change to get to the heart of how change actually happens. Through compelling, real-life stories from people in the trenches, in all kinds of organizations, the authors attack the fundamental problem that underlies every major transformation: How do you go beyond simply getting your message across to truly changing people's behavior?
Based on interviews within over 100 organizations in the midst of large-scale change, The Heart of Change delivers the simple yet provocative answer to this question, forever altering the way organizations and individuals approach change. While most companies believe change happens by making people think differently, Kotter and Cohen say the key lies in making them feel differently. They introduce a new dynamic-"see-feel-change"-that fuels action by showing people potent reasons for change that spark their emotions.
Organized around the revolutionary eight-step change process introduced in Leading Change, this story-driven book shows how the best change leaders use not just reports or analysis, but gloves, video cameras, airplanes, office design, and other concrete elements to impel people toward positive action. The authors reveal how this appeal to the heart-over the mind-motivates people to overcome even daunting obstacles to change and produce breathtaking results.
For individuals in every walk of life and companies in every stage of change, this compact, no-nonsense book captures the heart-and the how-of successful change.
John P. Kotter, world-renowned expert on leadership at the Harvard Business School, is the author of many books, including the award-winning, best-selling Leading Change. Dan S. Cohen is a Principal with Deloitte Consulting LLC.
Customer Reviews:
Just in Time.......2007-10-07
I read[[ASIN:0875847471 Leading Change] Change by Kotter first. This follow on is a great compliment to the first book. By using examples of the eight-step process, the authors drive home those principles. My organization is in the midst of a large change process, and I am able to identify those who are the guiding coalition and raise my own visibility by aiding them. I am also able to give useful suggestions and identify the change blockers who endanger the process, and therby, the organization.
Not as useful as "Leading Change" by Kotter.......2007-06-28
Full of anecdotes about how the principles in "Leading Change" were implemented, I found this less helpful than that book in implementing a culture change. None of the scenarios were close enough to our organization to make a meaningful impact on the management team. A good read though, illustrating Kotter's excellent roadmap to change.
Addresses an Often Forgotten Part of Management Studies---People!.......2007-05-07
In this age of data, management is still about people. This book hits that aspect square on the head. It provides a realistic 8 step process for managing change filled with examples that bring the steps to life. The book is primarily written for managers of change, but the concepts can be useful to anyone at any level of an organization that's in a state of change. (And what organizations aren't?) It can be a bit dry at times, but the stories spice it up and make it bearable. Overall excellent content.
Just what we needed!.......2006-07-15
This book hits the "heart" of what many managers miss in planning change initiatives. This helps us remember that change isn't all number and business decisions. It's the people. I was able to immediately apply some of the ideas and resteered a change initiative successfully. Now all of my supervisors are reading and learning.
Fundamentals for helping an organization undergo change successfully.......2006-04-03
This book is the textbook for how an organization can successfully lead with change. I have used the 8-step method with various organizations and successfully 'seen-felt-changed' for the better.
Book Description
The business world is ready for an entirely new approach to leadership. Steve Farber has written the perfect book to energize business leaders and help them make the leap into extreme leadership. In fact, taking a giant
""L.E.A.P."" forward is exactly what Farber prescribes. What exactly is an extreme leader? One who cultivates
love, generates
energy, inspires
audacity, and provides
proof.
In his exciting and innovative new business parable, The Radical Leap, Farber explores an entirely new leadership model, one in which leaders are not afraid to take risks, make mistakes in front of employees, or actively solicit employee feedback. His book dispenses with the typical, tired notions of what it means to be a leader.
Farber, former Vice President and Official Mouthpiece of the Tom Peters Company, has written a business parable like no other, filled with vivid, fully realized, and eccentric characters, crazy plot twists, honest and believable conversations about leadership, and most importantly, an innovative program for leaders to inspire and engage their companies.
In The Radical Leap, we meet Steve, a leadership consultant who is intrigued and challenged by an enigmatic man named Edg, from whom he learns the concept of
L.E.A.P. Steve is then asked to help a friend, Janice, overcome conflicts at the biotech company where she works and bring back the company's inspiring former CEO. The company is revitalized, having undergone a radical and successful transformation.
Farber's book reveals the questions leaders must ask themselves in order to truly become extreme leaders, including:
Why do I love my business, my employees, and my customers, and how can I show them how I feel? What effect do my actions have on the energy of the people around me? (OR, what are the unnecessary, time-consuming, bureaucratic policies and procedures that suck our energy?) How are we going to change the world of our company, our employees, customers, marketplace, and industry? What have I done today to show my commitment to my colleagues and customers?
Customer Reviews:
Motivation with a capital M.......2007-07-08
If you're looking to recharge your corporate batteries--or trying to acquire your first set--this book is for you. Farber tells the story, his story perhaps, of a management consultant who has lost his passion for the work. He's going through the motions until he encounters a series of oddball business visionaries who utterly transform his spirit. What makes these visionaries so odd is their fundamental approach to work: they infuse it with love. The LEAP in The Radical Leap stands for ...
cultivate Love
generate Energy
inspire Audacity
provide Proof
That's an approach to leadership that's as inspiring as it is daring. I wonder how many of us have the courage to follow Farber's way? The Radical Leap requires leaders to have a vision, bare their souls, relish their mistakes, invite risk, challenge conventional wisdom and express love always. Wow.
Farber was smart to write this as a novelette. If he had laid out his ideas in a typical self-help book, they would have sounded pie-in-the-sky. But as Farber relates his own transformation in narrative form, encountering a variety of hiccups along the way, his gives his ideas a concreteness that makes them seem not only realistic, but implementable.
Leap into Leadership .......2007-07-06
The Radical Leap that gets us to think about leadership - or extreme leadership, to use Farber's term. What exactly is an extreme leader? One who cultivates love, generates energy, inspires audacity, and provides proof. (Hence the acronym, LEAP in the title of the book.)
Along with compelling conversation about these four key points, the book has more plot twists, the characters are more interesting, and the language is a bit edgier than the typical business parable by Patrick Lencioni, Ken Blanchard or Spencer Johnson.
It was named one of the Top 10 Best Business Books for 2004 and received the Acclaimed Reader's Choice Award from Fast Company magazine.
Great LEAP- Distribute to Mgmt Team.......2007-05-29
I just finished Radical Leap within a week after receiving . . . you can easily get through this book in a matter of a few hours. Great story and content to help you get the most out of your organization. Well-organized - with specific questions at the back of the book to put the words into practice . . .
Corporate Rise.......2007-05-14
The "Radical Leap" provides a good overview for personal leadership. However, it does not provide enough specificity for someone really interested in reaching the top of his or her organization. I still believe it is a good book, but I would suggest Corporate Rise: The X Principles of Extreme Personal Leadership as a must read book.
Surfin' to Success.......2007-04-08
I read this book with my own organization's challenges in mind. The concepts seemed perfect in symetry and sharply delivered. The only reason I'm holding back the fifth star is because his insertions of setting descriptions and flavor were somewhat "off" in their delivery and a bit "forced." Still, the book has a powerful message and can be read in an afternoon.
Books:
- Paula Deen: It Ain't All About the Cookin'
- Power of An Hour: Business and Life Mastery in One Hour A Week
- Richard Nickel's Chicago: Photographs of a Lost City
- Riding The Waves of Culture: Understanding Diversity in Global Business
- Sarbanes-Oxley for Nonprofits: A Guide to Building Competitive Advantage
- Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 3rd Edition
- The Art of Project Management (Theory in Practice (O'Reilly))
- The Bully at Work: What You Can Do to Stop the Hurt and Reclaim Your Dignity on the Job
- The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It
- The Elements of Style, Fourth Edition
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- Blessed Unrest: How the Largest Movement in the World Came into Being and Why No One Saw It Coming
- An Essential Guide to Choosing Your Cold Water Aquarium Fish
- King Harold II and the Bayeux Tapestry
- Three American Architects: Richardson, Sullivan, and Wright, 1865-1915
- Young Scientists Explore Animal Friends
General
| Business & Investing
| Subjects
| Books
Leading Change
The Heart of Change: Real-Life Stories of How People Change Their Organizations
The SPEED of Trust: The One Thing that Changes Everything
The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization
What Got You Here Won't Get You There: How Successful People Become Even More Successful
Too simple.......2007-09-17
![The World Is Flat [Updated and Expanded]: A Brief History of the Twenty-first Century](http://images-eu.amazon.com/images/P/0374292795.01.THUMBZZZ.jpg)
The Substance of Successful Leaders
