en
George Bill

True North

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True North shows how anyone who follows their internal compass can become an authentic leader. This leadership tour de force is based on research and first-person interviews with 125 of today’s top leaders—with some surprising results. In this important book, acclaimed former Medtronic CEO Bill George and coauthor Peter Sims share the wisdom of these outstanding leaders and describe how you can develop as an authentic leader. True North presents a concrete and comprehensive program for leadership success and shows how to create your own Personal Leadership Development Plan centered on five key areas: Knowing your authentic self Defining your values and leadership principles Understanding your motivations Building your support team Staying grounded by integrating all aspects of your life True North offers an opportunity for anyone to transform their leadership path and become the authentic leader they were born to be.
Personal, original, and illuminating stories from Warren Bennis, Sir Adrian Cadbury, George Shultz (former U.S. secretary of state), Charles Schwab, John Whitehead (Cochairman, Goldman Sachs), Anne Mulcahy (CEO, Xerox), Howard Schultz (CEO, Starbucks), Dan Vasella (CEO, Novartis), John Brennan (Chairman, Vanguard), Carol Tome (CFO, Home Depot), Donna Dubinsky (CEO/cofounder, Palm), Alan Horn (President, Warner Brothers), Ann Moore (CEO, Time, Inc.) and many others illustrate the transitions that shape the type of leaders who will thrive in the 21st century.
Bill George (Cambridge, MA) has spent over 30 years in executive leadership positions at Litton, Honeywell, and Medtronic. As CEO of Medtronic, he built the company into the world’s leading medical technology company as its market capitalization increased from $1.1 billion to $60 billion. Since 2004, he has been a professor at the Harvard Business School. His 2004 book Authentic Leadership (0–7879–7528–1) was a BusinessWeek bestseller. Peter Sims (San Francisco, CA) established “Leadership Perspectives,” a course on leadership development at the Stanford Graduate School of Business and cofounded the London office of Summit Partners, a leading investment firm.
Their Web site is www.truenorthleaders.com.
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  • richardcmwonghar citeretfor 9 år siden
    To become authentic leaders, we must discard the myth that leadership means having legions of supporters following our direction as we ascend to the pinnacles of power. Only then can we realize that authentic leadership is about empowering others on their journeys.
    This shift is the transformation from “I” to “We.” It is the most important process leaders go through in becoming authentic. How else can they unleash the power of their organizations unless they motivate people to reach their full potential? If our supporters are merely following our lead, then their efforts are limited to our vision and our directions about what needs to be done.
    Jaime Irick, a graduate of West Point and rising star at General Electric, offered an insight into this process. “You have to realize that it’s not about you,” he explained.
    We spend our early years trying to be the best. To get into West Point or General Electric, you have to be the best. That is defined by what you can do on your own—your ability to be a phenomenal analyst or consultant or do well on a standardized test. When you become a leader, your challenge is to inspire others, develop them, and create change through them. If you want to be a leader, you’ve got to flip that switch and understandthat it’s about serving the folks on your team. This is a very simple concept, but one many people overlook. The sooner people realize it, the faster they will become leaders.
  • richardcmwonghar citeretfor 9 år siden
    Pottruck believes that the key to learning from failure is to avoid denial and be honest with yourself. “If you’re open, you can learn a lot more from failure than success,” he says.
  • richardcmwonghar citeretfor 9 år siden
    is lonely at the top. Leaders know they are ultimately responsible and that the well-being of so many rests in their hands. If they fail, many people will get hurt. Some leaders simply run faster to
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