What Makes Great Leaders Great: Management Lessons from Icons Who Changed the World - Hardcover

ARNOLD

 
9780071770514: What Makes Great Leaders Great: Management Lessons from Icons Who Changed the World
Hardcover
ISBN 10: 0071770518 ISBN 13: 9780071770514
Verlag: McGraw Hill, 2011

Inhaltsangabe

Master the skills that icons throughout history have used to achieve the highest levels of success

“This is an intelligent, knowledgeable presentation of management. The pragmatic approach of learning from icons makes the book extremely worthwhile reading for up-and-coming and experienced managers alike.”
—Dr. Helmut O. Maucher, Honorary Chairman of the Board, Nestlé

“Embracing a broad variety of successful personalities from all walks of life, this analysis of management skills makes for interesting reading and provides a great source of inspiration."
—Dr. Josef Ackermann, Chairman of the Management Board and the Group Executive Committee, Deutsche Bank AG

“Arnold cleverly explains the keys to successful management with references to real-life challenges successfully overcome by iconic leaders. This entertaining book is insightful, thought-provoking, and of immense practical value.”
—Fred B. Irwin, President, American Chamber of Commerce in Germany

“Profound management know-how and coverage of a wide range of valuable issues provide great inspiration for anyone seeking to apply effective management principles in practice.”
—Professor Klaus Evard, founder and former President of the European Business School

“Management know-how translates into knowledge of how to succeed in all levels of life, and everyone can learn to be successful. That is the simple premise behind this book.”
—Frankfurter Allgemeine Zeitung

What do Barack Obama, Steve Jobs, Pablo Picasso, and Napoleon have in common?
EXCELLENT MANAGEMENT SKILLS

It doesn’t matter what your field of expertise is, whom you know, or how educated you are. If you have powerful management skills, you will succeed; if you don’t, you’ll hit the ceiling sooner rather than later.

In What Makes Great Leaders Great, bestselling author and leadership expert Frank Arnold gathers 56 icons from various fields—from business and sports to politics and pop culture—to reveal the specific management skills they used to reach the top.

For every line of work or personal goal, effectively applying these management skills will lead to ultimate success. All the people in this remarkably diverse group figured out what they needed to know to manage their rise to the top—and executed it with superb skill. What Makes Great Leaders Great includes:

  • Bill Gates on harnessing the power of a business mission
  • Nicolaus Copernicus on questioning every assumption
  • Phil Knight on fine-tuning the right strategy
  • Michael Dell on making the customer your number-one priority
  • Michelangelo on focusing on a single objective
  • Joseph Schumpeter on practicing creative destruction
  • Roger Federer on self-motivation
  • Hippocrates on behaving responsibly
  • Steve Jobs on implementing ideas
  • Ray Kroc on envisioning the future
  • Gen. George Patton on clearly defining assignments
  • Warren Buffett on demanding effective management
  • Stephen Hawking on making the best use of your time
  • Pablo Picasso on fostering life-long creativity
  • Muhammad Yunus on looking beyond your own interests

Die Inhaltsangabe kann sich auf eine andere Ausgabe dieses Titels beziehen.

Über die Autorin bzw. den Autor

Frank Arnold is the CEO of ARNOLD Management, a management consultancy specializing in activating corporate intelligence. A leading consultant, bestselling author, and keynote speaker on management issues, he is also a columnist and regular contributor to leading German-language business magazines and newspapers.

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WHAT MAKES GREAT LEADERS GREAT

Management Lessons from Icons Who Changed the World

By FRANK ARNOLD

The McGraw-Hill Companies, Inc.

Copyright ©2012 Carl Hanser Verlag Munich
All rights reserved.
ISBN: 978-0-07-177051-4

Contents

Preface
Introduction
PART 1 MANAGING ORGANIZATIONS
CHAPTER 1 Harness the Power of a Business Mission
CHAPTER 2 Create Customer Value
CHAPTER 3 Make Effective Decisions
CHAPTER 4 Recognize the True Nature of the Problem
CHAPTER 5 Make the Right Compromise
CHAPTER 6 Just Do It! Keep Fine-Tuning the Right Strategy
CHAPTER 7 Structure Your Organization Around the Customer
CHAPTER 8 Be Productive
CHAPTER 9 Demand Effective Management
CHAPTER 10 Understand Profit, Strive for Independence
CHAPTER 11 Harness Information
CHAPTER 12 Understand Your Sphere of Action
CHAPTER 13 Recognize Inflection Points and Utilize Performance Indicators
CHAPTER 14 Secure Feedback
PART 2 MANAGING INNOVATION
CHAPTER 15 Implement Ideas
CHAPTER 16 Remember, Innovations Are Rarely Welcomes with Open Arms
CHAPTER 17 Question Every Assumption
CHAPTER 18 Innovate Systematically
CHAPTER 19 Exploit Success
CHAPTER 20 Practice Purposeful Abandonment
CHAPTER 21 Practice Creative Destruction
CHAPTER 22 Combine Existing Know-How with Other Knowledge to Create 
Something New
CHAPTER 23 Exploit Opportunities Arising from New Technologies
CHAPTER 24 Recognize the Future That Has Already Happened
PART 3 MANAGING PEOPLE
CHAPTER 25 Focus on a Single Objective
CHAPTER 26 Create a Perfect Whole
CHAPTER 27 Be Results Driven
CHAPTER 28 Draw on Your Strengths
CHAPTER 29 Manage by Objectives
CHAPTER 30 Plan Meticulously
CHAPTER 31 Be True to Your Own Values
CHAPTER 32 Surround Yourself with Good People
CHAPTER 33 Create a Culture of Effectiveness
CHAPTER 34 Nurture and Develop People
CHAPTER 35 Invest in Training
CHAPTER 36 Seek Wise Dialogue Partners
CHAPTER 37 Clearly Define Jobs and Assignments
CHAPTER 38 Establish Effective Cooperation
CHAPTER 39 Recognize the Most Important Promotion
CHAPTER 40 Embody Integrity
CHAPTER 41 Harness the Potential of Women
CHAPTER 42 Make Intelligent Use of Your Time
CHAPTER 43 Perfect Your Own Working Methods
CHAPTER 44 Create Trust
CHAPTER 45 Make a Life Plan: What Will Your Most Important Contribution 
Be?
CHAPTER 46 Be Demanding of Yourself and Strive for Perfection
CHAPTER 47 Find Meaning; Then Use It!
CHAPTER 48 Harness the Power of Discipline
CHAPTER 49 Motivate Yourself
CHAPTER 50 Derive Enjoyment from Your Profession
CHAPTER 51 Think Constructively
CHAPTER 52 Act Responsibly
CHAPTER 53 Foster Creativity All Life Long
CHAPTER 54 Assume Responsibility
CHAPTER 55 Look After Yourself
CHAPTER 56 Commit Yourself to More Than Just Your Own Well-Being
Epilogue
Bibliography
Notes
Index

Excerpt

CHAPTER 1

Harness the Power of a Business Mission

LEARNING FROM

Bill Gates


"Our Mission: At Microsoft, our mission and values are to help people andbusinesses throughout the world realize their full potential....

Our Values: As a company, and as individuals, we value integrity, honesty,openness, personal excellence, constructive self-criticism, continual self-improvement,and mutual respect. We are committed to our customers and partnersand have a passion for technology. We take on big challenges, and prideourselves on seeing them through. We hold ourselves accountable to ourcustomers, shareholders, partners, and employees by honoring our commitments,providing results, and striving for the highest quality."

These are Microsoft's business mission and values today. When Microsoft wasfounded in 1975, it also had a business mission that took the company prettyfar: "A computer on every desk and in every home...." The foundationsfor Microsoft's meteoric rise were laid in 1981, when Bill Gates (bornin 1955) licensed IBM to use his MS-DOS operating system. A decisive element forMicrosoft's future success was the contractual clause stating that onlyMicrosoft was entitled to license third parties wishing to use the operatingsystem. It is definitely no exaggeration to describe that decision by Bill Gatesas one of the best management decisions ever made. Even the attempt to pull itoff was a bold and truly brilliant gambit because at the time Microsoft was arelatively small, unknown software company from Seattle, whereas its partner,IBM, was the most powerful giant in the computer sector. The audacity shown byBill Gates and his then business partner, Paul Allen, to secure for themselvesexclusive rights to re-award licenses for their software, indicates just howfarsighted their approach was.

They saw clearly something that IBM had evidently overlooked, namely that thecomputer sector was about to undergo a fundamental change. And in that change,software, rather than hardware as in the past, would become decisive from theconsumers' point of view. By winning IBM as a partner, Gates succeededin imposing a universally applicable standard for software applications. MS-DOSwas duly installed on every PC supplied by IBM, giving Microsoft a huge marketshare within a very short space of time. And the introduction of Windows 3merely added to that momentum. As more and more suppliers of hardware forcedtheir way into the PC market, they too used Microsoft's operating system. Inother words, for Bill Gates harnessing the might of IBM was the most direct wayof realizing his dream and fulfilling Microsoft's business mission.

An effective business mission undoubtedly indicates that theorganization in question has very clearly understood what its business is allabout. To achieve that, it must acquire a profound understanding in threeareas—needs, strengths, and convictions—and base itsactions on certain assumptions.

Taking needs first of all, an understanding of the respectiveneeds and context can be gained by asking the followingquestions: Who is our...

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Verlag
McGraw Hill
Erscheinungsdatum
2011
Sprache
Englisch
ISBN 10 
0071770518
ISBN 13 
9780071770514
Einband
Gebundene Ausgabe
Anzahl der Seiten
320
Kontakt zum Hersteller
McGraw-Hill Education
https://www.mheducation.co.in/

Via Verdi, 8
Assago Milano
20090
Italien

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