MANTRAS for EXCELLENCE: Relatable lessons for modern leaders Knowing that there's a plethora of "how to" leadership books lining store shelves, when encouraged by colleagues to pen a "life guide" for leaders, ever the contrarian, G.T. "Toby" Stansell took a slightly different route, one that acknowledges that none of us have our businesses, or our lives, fully figured out. The Winding Road to Excellence is as much about "What Not to Do" as a leader as it is about finding a "better way." Toby acknowledges something readers will recognize about themselves, that we learn more from the potholes we…mehr
MANTRAS for EXCELLENCE: Relatable lessons for modern leaders Knowing that there's a plethora of "how to" leadership books lining store shelves, when encouraged by colleagues to pen a "life guide" for leaders, ever the contrarian, G.T. "Toby" Stansell took a slightly different route, one that acknowledges that none of us have our businesses, or our lives, fully figured out. The Winding Road to Excellence is as much about "What Not to Do" as a leader as it is about finding a "better way." Toby acknowledges something readers will recognize about themselves, that we learn more from the potholes we fall into than when things go "perfectly," something that is as true in life as it is in our roles as leaders. Funny, relatable, memorable, and full of hard-won wisdom, The Winding Road to Excellence provides leaders with a core philosophy of what excellence really looks like in action and an applicable roadmap that will transform their businesses into happier, healthier, efficient workplaces that differentiate themselves from their competition and dramatically improve results ... all while finding joy in the enterprise of leading others.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
G.T. "TOBY" STANSELL is the Chief Executive Officer of Cargo, LLC, a business strategy and marketing consultancy. Prior to joining Cargo, Toby served as a Principal with Cherry Bekaert's Digital Advisory Service Line after leading Acumen I.T., LLC as President and Chief Operating Officer and as president of OOBE, Inc. He previously held senior sales and marketing positions at IBM, Jobscope Corporation, Right Source, Western Data Systems, and Factory Logic. A graduate of Clemson University, Toby has taught leadership courses there and through the Greenville Chamber's Minority Business Accelerator. Among a long history of volunteer work with the Greenville Chamber, he has served on its Board of Directors, as the Strategic Cabinet's vice chair of economic competitiveness, and as co-chair of the Accelerate! economic development initiative. Toby lives in Greenville, South Carolina.
Inhaltsangabe
Acknowledgments Prologue: Leadership Lessons Learned from Life's Potholes Introduction: The Foundation: Who You Are versus What You Deliver Part 1: Personal and Professional Excellence: People Who Do Chapter 1: Never Give In to Fear Chapter 2: Making the Most of What You Have Chapter 3: It's Either Results or Excuses Chapter 4: People Who Do Simply Believe They Can Chapter 5: The Test of Personal and Professional Maturity Chapter 6: Being Right Is Overrated Chapter 7: Humility Is More Important Than Visibility Chapter 8: Your Greatest Weakness May Be an Unprotected Strength Chapter 9: Failure Is an Early Indicator of Impending Success Chapter 10: Responsible Decision-Making Chapter 11: The Four Cs of Teamwork Part 2: Leadership Excellence: Lead from the Middle Chapter 12: Everybody from the Janitor to the King Deserves to Be Treated Well Chapter 13: Authentic Leaders Measure Results, Not Style Chapter 14: An Organizational Chart May Give You a Position, but Only People Can Grant You Power Chapter 15: Great Leaders Learn How to Think Beyond Chapter 16: The Test of Authentic Leadership Part 3: Organizational Excellence: Culture Trumps Strategy Chapter 17: Culture = Organizational Personality Chapter 18: The Seven Seas (Cs) of Hiring Chapter 19: Digital Communication and the Demise of Genuine Dialogue Chapter 20: Technically Priceless but Practically Worthless Part 4: Sales Excellence: Customers Don't Want to Be Sold; They Want to Be Served Chapter 21: The Reverse Negative Selling Model Chapter 22: Sales Is a Science, Not a Science Project Part 5: Business Excellence: Find Something You Do Well and Perfect It Chapter 23: Crooked Wire Value Chapter 24: Decision-Making by the Numbers Chapter 25: Many Times, the Things We Want to Do the Least Are the Things We Ought to Do the Most Conclusion: Be Present About the Author
Acknowledgments Prologue: Leadership Lessons Learned from Life's Potholes Introduction: The Foundation: Who You Are versus What You Deliver Part 1: Personal and Professional Excellence: People Who Do Chapter 1: Never Give In to Fear Chapter 2: Making the Most of What You Have Chapter 3: It's Either Results or Excuses Chapter 4: People Who Do Simply Believe They Can Chapter 5: The Test of Personal and Professional Maturity Chapter 6: Being Right Is Overrated Chapter 7: Humility Is More Important Than Visibility Chapter 8: Your Greatest Weakness May Be an Unprotected Strength Chapter 9: Failure Is an Early Indicator of Impending Success Chapter 10: Responsible Decision-Making Chapter 11: The Four Cs of Teamwork Part 2: Leadership Excellence: Lead from the Middle Chapter 12: Everybody from the Janitor to the King Deserves to Be Treated Well Chapter 13: Authentic Leaders Measure Results, Not Style Chapter 14: An Organizational Chart May Give You a Position, but Only People Can Grant You Power Chapter 15: Great Leaders Learn How to Think Beyond Chapter 16: The Test of Authentic Leadership Part 3: Organizational Excellence: Culture Trumps Strategy Chapter 17: Culture = Organizational Personality Chapter 18: The Seven Seas (Cs) of Hiring Chapter 19: Digital Communication and the Demise of Genuine Dialogue Chapter 20: Technically Priceless but Practically Worthless Part 4: Sales Excellence: Customers Don't Want to Be Sold; They Want to Be Served Chapter 21: The Reverse Negative Selling Model Chapter 22: Sales Is a Science, Not a Science Project Part 5: Business Excellence: Find Something You Do Well and Perfect It Chapter 23: Crooked Wire Value Chapter 24: Decision-Making by the Numbers Chapter 25: Many Times, the Things We Want to Do the Least Are the Things We Ought to Do the Most Conclusion: Be Present About the Author
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