Based on a massive Gallup study of 2 million people, this book shows 1) individuals how to cultivate their own career strengths and strengths, 2) managers how to capitalize the talents of their people, and 3) executives how to build an entire organization around the talents of each employee. By the principal author of the national bestseller First, Break All the Rules."Most Americans do not know what their strengths are. When you ask them, they look at you with a blank stare, or they respond in terms of subject knowledge, which is the wrong answer." With this remark last year, Peter Drucker captured an enduring and unfortunate truth: most of us fail to build our lives around our strengths and talents. Instead, guided by our parents, by our teachers, by our managers and by psychology's fascination with pathology, we become experts in our weaknesses and spend our lives trying to paper over these cracks. Our talents remain in the background, like sundials in the shade. This book will right our skewed perspective. It will throw light on each person's unique set of strengths and talents and show him how to focus and perfect these strengths. At the heart of the book is the StrengthFinder Profile, the product of a twenty-five year, multimillion dollar effort to identify the most prevalent human talents. Gallup has conducted psychological profiles with over 2 million individuals--from the world's best teachers to the world's best hockey players, from great nurses to great insurance salespeople. This last year the data was meta-analysed and from all these interviews emerged thirty-four distinct talents or "themes." In this book we introduce these thirty-four themes and, using the StrengthsFinder Profile, reveal to each reader which of the thirty-four represent his or her most dominant. Here are just a few of the individual talent themes, of which there are countless possible combinations: Achiever: Your Achiever talent helps explain your drive. You feel as if every day starts at zero. By the end of the day you must rack up some numbers to feel good about yourself. Achiever is the power supply that causes you the set the pace and define the levels of productivity for your workgroup. Activator: "When can we start?" is the recurring question in your life. You believe that action is the best device for learning. You know that often you have to make a decision without every last bit of desirable information. This does not frighten you. Belief: If you possess strong Belief talent, you have certain core values that are Each copy of Now, Discover Your Strengths includes a unique access code to the Clifton Strengthsfinder assessment and website. This code is valid for one use only. If you have a problem with your code please visit strengthsfinder.com for help.
A new edition of the book that lead the self-directed work teams revolution. Leading Self-Directed Work Teams is one of the best-selling books on teams ever published. Now, the perfect guide for any team leader has been revised and expanded to reflect the new realities of team-based organizations. By explaining how team leaders differ from conventional supervisors, this informative volume which is based on the author's successful seminars and workshops is especially useful for those managers who move from hierarchical to participatory structures.
This edition feature more practical examples and techniques than in the previous edition, new research, dozens of tips and checklists, case studies, and valuable training exercises. It has been used and praised by experts at Motorola, M.I.T., AT&T and many other organizations.
In The Five Dysfunctions of a Team Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.
Kathryn Petersen, Decision Tech's CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni's utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight.
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.
In The Reengineering Revolution, Michael Hammer and Steven Stanton build on this foundation to share with readers their experiences in successfully implementing reengineering in companies around the world. In an easy-reading, anecdotal style, the book offers behind-the-scenes stories of reengineering successes and failures; practical techniques for key aspects of reengineering, from breaking long standing assumptions to managing change; and insights into the new ways of thinking that reengineering requires.
Just as Reengineering the Corporation shot to the top of the bestseller charts, so has The Reengineering Revolution. It is the practical guide for which business people have been waiting to help them achieve the dramatic improvements -- in speed, productivity, quality, service and profits -- that reengineering promises.
Since its original publication in 2000, Leadership and Self-Deception has become a word-of-mouth phenomenon. Its sales continue to increase year after year, and the book's popularity has gone global, with editions now available in over twenty languages.Through a story everyone can relate to about a man facing challenges on the job and in his family, the authors expose the fascinating ways that we can blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve success and increase happiness. This new edition has been revised throughout to make the story even more compelling. And drawing on the extensive correspondence the authors have received over the years, they have added a section that outlines the many ways that readers have been using Leadership and Self-Deception to improve their lives and workplaces--areas such as team building, conflict resolution, and personal growth and development, to name a few. Read this extraordinary book and discover what millions already have learned--how to consistently tap into an innate ability that dramatically improves both your results and your relationships.
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. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
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.
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
- Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
- The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
- A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
- The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
"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."
Perhaps, but who can afford to ignore these findings?
In Negotiating Rationally, Max Bazerman and Margaret Neale explain how to avoid the pitfalls of irrationality and gain the upper hand in negotiations.For example, managers tend to be overconfident, to recklessly escalate previous commitments, and fail to consider the tactics of the other party. Drawing on their research, the authors show how we are prisoners of our own assumptions. They identify strategies to avoid these pitfalls in negotiating by concentrating on opponents' behavior and developing the ability to recognize individual limitations and biases. They explain how to think rationally about the choice of reaching an agreement versus reaching an impasse. A must read for business professionals.
The extraordinary breakthrough management program--heralded by GE, Motorola, and AlliedSignal--that is sweeping corporate America with its unprecedented ability to achieve superior financial results.
Six Sigma is the most powerful breakthrough management tool ever devised, promising increased market share, cost reductions, and dramatic improvements in bottom-line profitability for companies of any size. The darling of Wall Street, it has become the mantra of Fortune 500 boardrooms around the world because it works.
What is Six Sigma? It is first and foremost a business process that enables companies to increase profits dramatically by streamlining operations, improving quality, and eliminating defects or mistakes in everything a company does, from filling out purchase orders to manufacturing airplane engines. While traditional quality programs have focused on detecting and correcting defects, Six Sigma encompasses something broader: "It provides specific methods to re-create the process itself so that defects are never produced in the first place."
Most companies operate at a three- to four-sigma level, where the cost of defects is roughly 20 to 30 percent of revenues. By approaching Six Sigma--fewer than one defect per 3.4 million opportunities--the cost of quality drops to less than 1 percent of sales.
This is because the highest quality also results in the lowest costs. When GE reduced its costs from 20 percent to less than 10 percent, it saved a billion dollars in just two years--money that goes directly to the bottom line. This is the reason Wall Street and corporations as diverse as Sony, Ford, Nokia, Texas Instruments, Canon, Hitachi, Lockheed Martin, AmericanExpress, Toshiba, DuPont, and Polaroid have embarked on corporate-wide Six Sigma programs.
Six Sigma should be of paramount importance to every forward-thinking executive and manager determined to make their company world-class in their industry.