The Leader's Handbook: Making Things Happen, Getting Things Done Spiral-bound – Dec 22 1997
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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
Top Customer Reviews
"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).Read more ›
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.
Most recent customer reviews
I'd love to write a review for this book but the truth is that I was never able to get through even a substantial portion of it and I've had it a while now. Read morePublished on Aug. 2 2013 by Desi Mou
Having attended one of his talks, I gathered this book to be condensed from Scholtes' personal experience and practical knowledge which can also be seen in his "Teams"... Read morePublished on Feb. 29 2000 by Raymond A. Teo
Great book using the same style that made the Team Handbook such a success - great ideas, well written, easy to use and in a format that makes it easy to use as a reference book.Published on Aug. 15 1999
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