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- Produkterinnerung
- Produkterinnerung
How to Lead without Domineering: 29 Smart Leadership Rules is a kind of tool book which contains almost 30 suggestions for self-reflection of leaders in any kind of leading situation - on the job, in a honorary post, or in any other context.
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How to Lead without Domineering: 29 Smart Leadership Rules is a kind of tool book which contains almost 30 suggestions for self-reflection of leaders in any kind of leading situation - on the job, in a honorary post, or in any other context.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Produktdetails
- Produktdetails
- Verlag: RLPG/Galleys
- Seitenzahl: 150
- Erscheinungstermin: 21. Mai 2014
- Englisch
- Abmessung: 235mm x 157mm x 13mm
- Gewicht: 378g
- ISBN-13: 9781475809725
- ISBN-10: 1475809727
- Artikelnr.: 40310587
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: RLPG/Galleys
- Seitenzahl: 150
- Erscheinungstermin: 21. Mai 2014
- Englisch
- Abmessung: 235mm x 157mm x 13mm
- Gewicht: 378g
- ISBN-13: 9781475809725
- ISBN-10: 1475809727
- Artikelnr.: 40310587
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
By Rolf Arnold
Preface Introduction Rule 1: Demonstrate how you became certain, but
instill confidence Rule 2: Practice forming the vision Rule 3: Identify and
reinforce talent and potential Rule 4: Use time-outs to reflect, focus,
visualize, and formulate your organization's strategic guidance Rule 5:
Question the beliefs that shape your decisions and actions Rule 6:
Stimulate creativity when performing tasks and requirements Rule 7: Ensure
a systematic external audit and specify criteria or key measures to provide
information to evaluate success Rule 8: Develop an understanding of the
social environment Rule 9: Conduct regular exploratory conversations with
employees Rule 10: Practice employee counseling sessions Rule 11: Practice
the art of "eloquent silence" in meetings Rule 12: Attempt to orchestrate
conflict with new ideas Rule 13: Practice skills development with your
employees Rule 14: Promote team development Rule 15: Create a learning
organization Rule 16: Practice capacity building, support individual and
organizational networking Rule 17: Be a friend to the unexpected Rule 18:
Avoid elaborate PowerPoint presentations Rule 19: The more confident and
decisive your actions, the more you should distrust your choices Rule 20:
Acknowledge your inner images of leadership and loyalty Rule 21: Analyze
your attitudes and your motives Rule 22: Make an attempt at more elegant
communication Rule 23: Reinvent "difficult" colleagues and practice the
"emergence" view Rule 24: Exercise change management through
self-transformation Rule 25: Banish the "ice-cold manager" in you - become
a more humane leader Rule 26: Accept the limits of leadership and learn to
manage dissent Rule 27: Work with synergy markers. Avoid the trap of
individualizing and personalizing! Rule 28: Learn to lead knowing that you
can be replaced and ensure the system you are, temporarily, responsible for
will live on Rule 29: Mistrust in rules and explore your own relationship
to rules Afterword Bibliography
instill confidence Rule 2: Practice forming the vision Rule 3: Identify and
reinforce talent and potential Rule 4: Use time-outs to reflect, focus,
visualize, and formulate your organization's strategic guidance Rule 5:
Question the beliefs that shape your decisions and actions Rule 6:
Stimulate creativity when performing tasks and requirements Rule 7: Ensure
a systematic external audit and specify criteria or key measures to provide
information to evaluate success Rule 8: Develop an understanding of the
social environment Rule 9: Conduct regular exploratory conversations with
employees Rule 10: Practice employee counseling sessions Rule 11: Practice
the art of "eloquent silence" in meetings Rule 12: Attempt to orchestrate
conflict with new ideas Rule 13: Practice skills development with your
employees Rule 14: Promote team development Rule 15: Create a learning
organization Rule 16: Practice capacity building, support individual and
organizational networking Rule 17: Be a friend to the unexpected Rule 18:
Avoid elaborate PowerPoint presentations Rule 19: The more confident and
decisive your actions, the more you should distrust your choices Rule 20:
Acknowledge your inner images of leadership and loyalty Rule 21: Analyze
your attitudes and your motives Rule 22: Make an attempt at more elegant
communication Rule 23: Reinvent "difficult" colleagues and practice the
"emergence" view Rule 24: Exercise change management through
self-transformation Rule 25: Banish the "ice-cold manager" in you - become
a more humane leader Rule 26: Accept the limits of leadership and learn to
manage dissent Rule 27: Work with synergy markers. Avoid the trap of
individualizing and personalizing! Rule 28: Learn to lead knowing that you
can be replaced and ensure the system you are, temporarily, responsible for
will live on Rule 29: Mistrust in rules and explore your own relationship
to rules Afterword Bibliography
Preface Introduction Rule 1: Demonstrate how you became certain, but
instill confidence Rule 2: Practice forming the vision Rule 3: Identify and
reinforce talent and potential Rule 4: Use time-outs to reflect, focus,
visualize, and formulate your organization's strategic guidance Rule 5:
Question the beliefs that shape your decisions and actions Rule 6:
Stimulate creativity when performing tasks and requirements Rule 7: Ensure
a systematic external audit and specify criteria or key measures to provide
information to evaluate success Rule 8: Develop an understanding of the
social environment Rule 9: Conduct regular exploratory conversations with
employees Rule 10: Practice employee counseling sessions Rule 11: Practice
the art of "eloquent silence" in meetings Rule 12: Attempt to orchestrate
conflict with new ideas Rule 13: Practice skills development with your
employees Rule 14: Promote team development Rule 15: Create a learning
organization Rule 16: Practice capacity building, support individual and
organizational networking Rule 17: Be a friend to the unexpected Rule 18:
Avoid elaborate PowerPoint presentations Rule 19: The more confident and
decisive your actions, the more you should distrust your choices Rule 20:
Acknowledge your inner images of leadership and loyalty Rule 21: Analyze
your attitudes and your motives Rule 22: Make an attempt at more elegant
communication Rule 23: Reinvent "difficult" colleagues and practice the
"emergence" view Rule 24: Exercise change management through
self-transformation Rule 25: Banish the "ice-cold manager" in you - become
a more humane leader Rule 26: Accept the limits of leadership and learn to
manage dissent Rule 27: Work with synergy markers. Avoid the trap of
individualizing and personalizing! Rule 28: Learn to lead knowing that you
can be replaced and ensure the system you are, temporarily, responsible for
will live on Rule 29: Mistrust in rules and explore your own relationship
to rules Afterword Bibliography
instill confidence Rule 2: Practice forming the vision Rule 3: Identify and
reinforce talent and potential Rule 4: Use time-outs to reflect, focus,
visualize, and formulate your organization's strategic guidance Rule 5:
Question the beliefs that shape your decisions and actions Rule 6:
Stimulate creativity when performing tasks and requirements Rule 7: Ensure
a systematic external audit and specify criteria or key measures to provide
information to evaluate success Rule 8: Develop an understanding of the
social environment Rule 9: Conduct regular exploratory conversations with
employees Rule 10: Practice employee counseling sessions Rule 11: Practice
the art of "eloquent silence" in meetings Rule 12: Attempt to orchestrate
conflict with new ideas Rule 13: Practice skills development with your
employees Rule 14: Promote team development Rule 15: Create a learning
organization Rule 16: Practice capacity building, support individual and
organizational networking Rule 17: Be a friend to the unexpected Rule 18:
Avoid elaborate PowerPoint presentations Rule 19: The more confident and
decisive your actions, the more you should distrust your choices Rule 20:
Acknowledge your inner images of leadership and loyalty Rule 21: Analyze
your attitudes and your motives Rule 22: Make an attempt at more elegant
communication Rule 23: Reinvent "difficult" colleagues and practice the
"emergence" view Rule 24: Exercise change management through
self-transformation Rule 25: Banish the "ice-cold manager" in you - become
a more humane leader Rule 26: Accept the limits of leadership and learn to
manage dissent Rule 27: Work with synergy markers. Avoid the trap of
individualizing and personalizing! Rule 28: Learn to lead knowing that you
can be replaced and ensure the system you are, temporarily, responsible for
will live on Rule 29: Mistrust in rules and explore your own relationship
to rules Afterword Bibliography