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A carregar... Managing the Obvious: How to Get What You Want Using What You Knowpor Charles A. Coonradt
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More companies & individuals fail because they are unwilling to recognize or deal with information readily at hand, than fail because of the economy, the marketplace, or lack of luck. Shakespeare said it all in Much Ado About Nothing. We make it too tough. Success is a product of correct responses to the information & circumstances that are placed before us. MANAGING THE OBVIOUS is straightforward & delivered in a style that encourages the reader to make simple changes in their life & mindset which will increase their success. Coonradt brings 20 years of experience in assisting people & the organizations they make up, achieve measureable results. The principles have been used by Pepsi Cola, Quaker Oats Company, Fleming Foods, American Stores, First Interstate Bank, Browning-Ferris Industries, United Artists Cable Systems, Wendy's, McDonalds, & others around the globe. MANAGING THE OBVIOUS follows in the path of the consistently high selling text THE GAME OF WORK. The tradition continues of making good companies great, & great companies extraordinary. Não foram encontradas descrições de bibliotecas. |
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 Google Books — A carregar...GénerosSistema Decimal de Melvil (DDC)650.1Technology Management and auxiliary services Business Personal success in businessClassificação da Biblioteca do Congresso dos EUA (LCC)AvaliaçãoMédia: (5)
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Now I am curious about what I missed in the first half of the book.
Section 1 Discovering the Obvious
1. Where are you going?
2. Where are you now?
3. What to do when the obvious isn't
Section 2 Communicating the Obvious
4. The power of the "Per"
5. Agreeing on the obvious
6. Keeping the obvious in mind
7. The obvious source of authority
8. Compensation, the obvious issue
9. The power of principles
Section 3 Directing the obvious
11 Motivation, the obvious mystery
11. Self-image, the obvious foundation
12. Overcoming fear of the obvious
13. The obvious power of goals
14. Empowering growth in your team
15. The future is obvious
The last paragraph in the book:
"... So we have to keep asking ourselve such questions as, "What are we doing that will no longer work three years from now?" "What do we need to learn?" "What do we need to ask oru customers?" "What are we borrowing from other fields, from other businesses, from other technologies?" In short, the obvious thing we have to keep asking ourselves about the future is, "What are we doing about it - today?" (p. 194)