By Diana McLain Smith
A scientific examine how relationships be certain the luck of leaders and their organizations, besides instruments to assist boost and alter themSince time immemorial, relationships have made up our minds the destiny of leaders. yet this day they're extra serious to luck than ever. not can leaders expect very long time horizons or sloppy festival to make up for the inefficiencies that terrible relationships create. Leaders needs to make judgements and take activities quick and good with others, even people with whom they percentage very little?perhaps no longer even a time quarter. This new international places relationships on the middle of what leaders needs to comprehend and grasp to be successful. makes use of in-depth observational reviews and scientific learn to discover how relationships on the most sensible of corporations paintings, strengthen, and changeShows how you can comprehend, advance, and rework those relationships, to allow them to face up to the main excessive pressures and conflictsThis vital ebook encompasses a Foreword through Peter Senge, writer of The 5th self-discipline.
Read or Download Elephant in the Room: How Relationships Make Or Break the Success of Leaders and Organizations (Jossey-Bass Business & Management Series) PDF
Similar management & leadership books
The authors of this primer think that the present method of federal law urgently wishes fix. not just are present costs mandated by way of legislation huge, yet a considerable percentage of these expenses is useless. therefore, extra clever guidelines may possibly in attaining an analogous social pursuits at less rate or extra formidable targets on the related fee.
Extra resources for Elephant in the Room: How Relationships Make Or Break the Success of Leaders and Organizations (Jossey-Bass Business & Management Series)
Two months later, the deal was done. In April 1983, Sculley accepted the offer to join Apple as its new president9 and passed up the once-in-a-lifetime opportunity to succeed his mentor, Donald Kendall, as chairman of PepsiCo. 12 Although no small amount in 1983, the money isn’t what sealed the deal. Nor was it the opportunity to lead a company growing at a breakneck pace. No, what sealed the deal was the bond Sculley and Jobs forged out of their mutual attraction to power. For Sculley, Jobs held the power to change the world; for Jobs, Sculley held the key to corporate power.
That’s because each one offers a new way of seeing and doing things that will allow you, or those you help, to discuss and navigate even the toughest relationships more effectively. What This Book Is Not About This book is not about individual leaders or their styles, personalities, habits, or principles. So you’ll find no mention of difficult people or personalities, narcissists or neurotics. tex V3 - 06/16/2011 PRESENT AND UNACCOUNTED FOR troubles you face in people’s dispositions, rendering you powerless to change what you see.
When Sculley first arranged the meeting, he knew Jobs had little respect for the company,33 but he persuaded Jobs that acquiring a firm like Xerox would accelerate Apple’s growth and put it within shooting distance of IBM. With images of a defeated IBM dancing in his head, Jobs agreed to the meeting and promised Sculley that he would behave. It ended up being a promise Jobs couldn’t or wouldn’t keep. ’’ Sculley recounts what happened next: Adams [head of Xerox’s computer systems group] bristled, and things went downhill from there.