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The Leader's Handbook: Making Things Happen, Getting Things Done Spiral-bound – Dec 22 1997

4.0 out of 5 stars 8 customer reviews

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Product Details

  • Spiral-bound: 432 pages
  • Publisher: McGraw-Hill Education; 1 edition (Dec 22 1997)
  • Language: English
  • ISBN-10: 0070580286
  • ISBN-13: 978-0070580282
  • Product Dimensions: 20.8 x 2.9 x 22.4 cm
  • Shipping Weight: 862 g
  • Average Customer Review: 4.0 out of 5 stars 8 customer reviews
  • Amazon Bestsellers Rank: #197,410 in Books (See Top 100 in Books)
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Product Description

From the Back Cover

For Anyone Serious About Leading Their Organization Into the 21St Century

This groundbreaking book, already creating a stir, could only have been written by Peter R. Scholtesauthor of the best-selling book ever written on teams: "The Team Handbook." In "The Leader's Handbook," Scholtes, widely acknowledged as one of the most influential teachers of leadership and management of the decade, does for managers what "The Team Handbook" did for teams. Scholtes shows how bad systems, not bad workers, cause the vast majority of management problems. He takes controversial stands against performance appraisals and incentive compensation. And he takes you from theory to practice with a wide variety of state-of-the-art activities and exercises to help you immediately begin implementing breakthrough improvements in all your work processes."

About the Author

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

Customer Reviews

4.0 out of 5 stars
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Top Customer Reviews

Format: Spiral-bound
Scholtes expects to shock people right from the first page of his Preface. Let me quote extensively:
"More than 95 percent of your organization's problems derive from your systems, processes, and methods, not from your individual workers....

We look to the heroic efforts of outstanding individuals for our successful work. Instead we must create systems that routinely allow excellent work to result from the ordinary efforts of ordinary people.

Changing the system will change what people do. Changing what people do will not change the system.

Certain common management approaches--management by objectives, performance appraisal, merit pay, pay for performance, and ISO 9000--represent not leadership but the abdication of leadership.

Current buzzwords like empowerment, accountability, and high performance are meaningless, empty babble..." (ix-x)

The old organizations's leaders need: forcefulness, ability to motivate and inspire, decisiveness, willfulness, assertiveness, result- and bottom-line orientation, being task-oriented and having integrity and diplomacy.

Scholtes' new leadership competencies (much influenced by Edward Deming's ideas...) are based on a new mentality and understanding of: systems thinking, variability of work, how we learn, psychology and human behavior, interactions of these components, and vision, meaning, direction and focus.

The bulk of the book gives clear elaborations of these new competencies, with charts, illustrations, pertinent questions and many tools. Ch. 4 on "Getting the Daily Work Done" is a tough one, partly because it takes much effort to grasp the author's use of a Japanese term, "Gemba" (even when I can read the original Chinese characters).
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Format: Spiral-bound
I knew that the organization I work for was stuck in the stone-age (Dismal Leaders). Then Something amazing happened. Upper management decided we needed a change. Due to my backround in Teambuilding, I was asked to Champion the change for the future. I decided to utilize most of the things I learned from reading this insightful book. The results to this point have been outstanding. People are beginning to come out of their shells and be creative again. Barriers are slowly coming down throughout the organization. Real Work is getting done through cross-funtional teams of people who care about customer satisfaction. We have a long way to go, but as long as management sticks to their word, change will happen. This book is a useful tool for that transformation.Everyone who is in a management position should read this book and learn what it's like to truely lead your fellow workers. I also recommend the Team Handbook.
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By A Customer on Aug. 8 2000
Format: Spiral-bound
Being a disciple of W. Edwards Demming, Peter Scholtes has a quality department's process bias; emphasizing systems, processes and statistics. Was I reading another new age quality assurance textbook? Because of this, I felt he overemphasized the present moment. True leaders are going places and have many loyal followers. The book rarely talks about this visionary thinking or how effective organizations are moving into new areas. This is a good book for beginners as long as you're aware he presents a different viewpoint, and because of this, he did bring some useful ideas that other books didn't have. Ironically, he openly admits that you may not agree with some of his viewpoints.
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By A Customer on July 2 1999
Format: Spiral-bound
To all those who want to have a business, read this book. At first I hated Peter Scholtes method, but then I grew to love it. It is very similar in the methodology of Steven Covey that at first it is annoying because it is right, but then you realize use it because it is right.
Scholtes make the terms of business easy to understand. There are no complex terms. It is just straight talk that is fairly fascinating.
I especially liked his talk on presenting data. Its not complex graphs or mathematical concepts, its just straightforward presentation. Look for some data from the Napoleonic wars.
Anyway, a good read. No matter what.
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