How do we evaluate a proposal? The six thinking hats offer an emotion free and structured process of thinking together: Blue (process), White (facts), Black (pitfalls), Red (feelings), Green (creativity) & Yellow (optimism).
3 simple tools to be an effective manager, not just “tough” (whose superiors think they are good, but their subordinates think otherwise) or “nice” (whose people seem to like them but their business results are lacklustre).
How do you get extraordinary success in work and in life? Learn from E&Y Entrepreneur of the Year, Gary Keller (who co-founded and chairs the largest reality company in US) as he explains his philosophy of Focus: Doing One Thing At A Time.
8 skills separate people who perform from those who don’t: Clear positioning, detecting patterns, managing social systems, a knack for people, ensuring team spirit, setting the right goals and priorities and being responsive to external stakeholders.
In a world full of stress and crushing workload, managing energy, not time, is the key to high performance. A psychologist offers a step-by-step guide: Manage 4 sources of energy; balance energy spend with renewal; increase capacity like athletes and maintain positivity.
So many bright young managers do not rise to the next level because they fail to master the incremental skills needed. Charan brilliantly catalogues the key soft and hard skills needed at every level of an organization.
What distinguishes the very successful from the rest of us? Gladwell offers a contrarian view but backed by hard research: it is not just innate talent but many other things like plain luck, opportunities and upbringing that matter as much. The 10,000 hour rule is amazing.
One of the most respected academicians in Leadership asserts that Leaders are made, not born and anyone can learn leadership by following some basic principles: Know yourself and the world, operate on instinct, get people on your side and other insights.
The former CEO of IBM chronicles how, in 1990s, he turned it around from the brink of bankruptcy when mainframes were becoming obsolete. He overruled conventional advice to break the company, instead going back to its core of ‘applying complex technologies to solve business problems’. Great lessons on corporate strategy and changing culture.