“You’re exactly right,” she says, a hint of exasperation in her voice. “But I’m guessing there’s another factor at play here that’s making this a tough call.” He eyes the paper over again, then gives Sally an understanding look. Candidate B is good, but the numbers don’t jump off the page.” “Looks like Candidate A exceeds all of your performance metrics across the board. “Well, at first glance it seems obvious who should get the job,” Joey responds. “So you can see my dilemma,” Sally says as Joey combs through two anonymous performance reviews she’s printed off to compare candidates. Here’s their conversation over a cup of hot coffee! She calls on Joey to help her distinguish between the two so she can make the best decision. There’s a newly open managerial position available at her company, and she’s identified two internal candidates who deserve a promotion. The setup: Sally has an important personnel decision to make. A former Stanford professor, Collins now runs a management laboratory in Boulder, where he does research and provides consulting services.Subscribe today and join 8,000+ subscribers who receive my notes on Becoming an Intentional leader. Years after publication, the book was criticized for praising companies that later shut down or had severe financial struggles, like Circuit City and Fannie Mae. “I love that this book is steeped in some serious longitudinal and painstaking research and essentially was written by a team that debated and pushed ideas much further than a single person could have,” wrote one reviewer. A prominent example is the hedgehog concept, the idea that a business should focus narrowly on the intersection of three criteria: what it can be the best in the world at, what drives its economic engine and what it’s passionate about. He landed on 11 companies, including Gillette, Kroger and Wells Fargo, and organized the book around common practices those companies followed. ![]() With a team of researchers, Jim Collins set out to identify businesses that made the leap from mediocre to great results and sustained them for at least fifteen years. Good to Great: Why Some Companies Make the Leap and Others Don't Another commenter called it an “easy, yet practical read.” Before his current role as founder and CEO of consulting firm The Table Group, Lencioni worked at Bain, Oracle and software company Sybase.ĥ. “I have read many of books and each has that innate ability to captivate the reader and then set one up for successful implementation,” wrote one Amazon reviewer. In the much shorter part two, he explains the “three virtues of an ideal team player” - humility, hunger and smarts - and how to apply them. Lencioni’s tenth business book is split into two main parts, starting with a 150-page fable about a leader who’s trying to save a company by bringing back its teamwork culture. Publication date: Ap(John Wiley and Sons) The Ideal Team Player: How to Recognize and Cultivate The Three Essential Virtues Willink and Babin are co-founders of Echelon Front, where they work as leadership instructors and executive coaches.Ĥ. “The simplicity, clarity, and structure of this book are its greatest strengths,” wrote one reviewer on. Leaders must always take responsibility for results, and every team member should understand and buy into the mission, the authors say. ![]() In each chapter, they tell a military story (often involving combat), point out a relevant leadership principle and explain how businesses can apply it. Jocko Willink and Leif Babin are former Navy SEALs who fought in Iraq. “ will empower me to be less stressed, more in control of my own thoughts and feelings, and better relationally with my family, friends, and business associates!” Bradberry and Greaves are co-founders of TalentSmart, a training and coaching company.ģ. “Easy to read, but packed with application, I soon found my highlighter running out of ink,” wrote an Amazon user. It focuses on four areas: self-awareness, self-management, social awareness and relationship management. Author: Travis Bradberry and Jean GreavesĮmotional intelligence is the ability to recognize and manage your and others’ emotions, and this book addresses how to develop it.
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