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This book sets out to remind readers why they work, and why they were chosen to lead. It's about finding the bravery to act on what they know is right--and building teams with the same courage. Above all, it's about winning the right way.
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This book sets out to remind readers why they work, and why they were chosen to lead. It's about finding the bravery to act on what they know is right--and building teams with the same courage. Above all, it's about winning the right way.
Produktdetails
- Produktdetails
- Verlag: Pearson Education (US)
- New, Expanded edition
- Seitenzahl: 256
- Erscheinungstermin: 29. Oktober 2008
- Englisch
- Abmessung: 191mm x 136mm x 32mm
- Gewicht: 308g
- ISBN-13: 9780137009039
- ISBN-10: 0137009038
- Artikelnr.: 24878742
- Verlag: Pearson Education (US)
- New, Expanded edition
- Seitenzahl: 256
- Erscheinungstermin: 29. Oktober 2008
- Englisch
- Abmessung: 191mm x 136mm x 32mm
- Gewicht: 308g
- ISBN-13: 9780137009039
- ISBN-10: 0137009038
- Artikelnr.: 24878742
Jon M. Huntsman is chairman and founder of Huntsman Corporation. He started the firm with his brother, Blaine, in 1970. By 2000, it had become the world's largest privately held chemical company and America's biggest family-owned and operated business, with more than $12 billion in annual revenues. He took the business public in early 2005. He was a special assistant to the president in the Nixon White House, was the first American to own controlling interest of a business in the former Soviet Union, and is the chairman of the Board of Overseers for Wharton School at the University of Pennsylvania, his alma mater. Mr. Huntsman also has served on the boards of numerous major public corporations and philanthropic organizations, including the U.S. Chamber of Commerce and the American Red Cross. The Business School at Utah State University is named after him, as is the basketball arena at the University of Utah. The Huntsman businesses fund the foundation that is the primary underwriter for the prestigious Huntsman Cancer Institute in Salt Lake City, which he founded. The hospital/research facility has become a leader in the prevention, early diagnosis, genetic legacies, and humane treatment of cancer. He resides with his wife, Karen, in Salt Lake City.
Foreword by Glenn Beck xvii
Introduction Good Times, Bad Times 1
Circumstances may change but your values
shouldn't.
Chapter One Lessons from the Sandbox 11
Everything we need for today's marketplace we
learned as kids.
Chapter Two Check Your Moral Compass 25
We know darn well what is right and wrong.
Chapter Three Play by the Rules 39
Compete fiercely and fairly--but no cutting in
line.
Chapter Four Setting the Example 53
Risk, responsibility, reliability--the three Rs
of leadership.
Chapter Five Keep Your Word 77
It's high time to corral the corporate lawyers.
Chapter Six Why We Cross the Line 95
There are many temptations, but reminders help.
Chapter Seven Pick Advisors Wisely 107
Surround yourself with associates who have the
courage to say no.
Chapter Eight Get Mad, Not Even 125
Revenge is unhealthy and unproductive. Learn to
move on.
Chapter Nine Graciousness Is Next to Godliness 139
Treat competitors, colleagues, employees, and
customers with respect.
Chapter Ten Your Name Is on the Door 157
Operate businesses and organizations as if
they're family owned.
Chapter Eleven The Obligation to Give Back 171
Nobody is completely self-made; return the
favors and good fortune.
Chapter Twelve The Bottom Line 193
Acceptable values are child's play, not rocket
science.
Perspective from Larry King 207
Perspective from Neil Cavuto 215
Perspective from Wayne Reaud 221
Introduction Good Times, Bad Times 1
Circumstances may change but your values
shouldn't.
Chapter One Lessons from the Sandbox 11
Everything we need for today's marketplace we
learned as kids.
Chapter Two Check Your Moral Compass 25
We know darn well what is right and wrong.
Chapter Three Play by the Rules 39
Compete fiercely and fairly--but no cutting in
line.
Chapter Four Setting the Example 53
Risk, responsibility, reliability--the three Rs
of leadership.
Chapter Five Keep Your Word 77
It's high time to corral the corporate lawyers.
Chapter Six Why We Cross the Line 95
There are many temptations, but reminders help.
Chapter Seven Pick Advisors Wisely 107
Surround yourself with associates who have the
courage to say no.
Chapter Eight Get Mad, Not Even 125
Revenge is unhealthy and unproductive. Learn to
move on.
Chapter Nine Graciousness Is Next to Godliness 139
Treat competitors, colleagues, employees, and
customers with respect.
Chapter Ten Your Name Is on the Door 157
Operate businesses and organizations as if
they're family owned.
Chapter Eleven The Obligation to Give Back 171
Nobody is completely self-made; return the
favors and good fortune.
Chapter Twelve The Bottom Line 193
Acceptable values are child's play, not rocket
science.
Perspective from Larry King 207
Perspective from Neil Cavuto 215
Perspective from Wayne Reaud 221
Foreword by Glenn Beck xvii
Introduction Good Times, Bad Times 1
Circumstances may change but your values
shouldn't.
Chapter One Lessons from the Sandbox 11
Everything we need for today's marketplace we
learned as kids.
Chapter Two Check Your Moral Compass 25
We know darn well what is right and wrong.
Chapter Three Play by the Rules 39
Compete fiercely and fairly--but no cutting in
line.
Chapter Four Setting the Example 53
Risk, responsibility, reliability--the three Rs
of leadership.
Chapter Five Keep Your Word 77
It's high time to corral the corporate lawyers.
Chapter Six Why We Cross the Line 95
There are many temptations, but reminders help.
Chapter Seven Pick Advisors Wisely 107
Surround yourself with associates who have the
courage to say no.
Chapter Eight Get Mad, Not Even 125
Revenge is unhealthy and unproductive. Learn to
move on.
Chapter Nine Graciousness Is Next to Godliness 139
Treat competitors, colleagues, employees, and
customers with respect.
Chapter Ten Your Name Is on the Door 157
Operate businesses and organizations as if
they're family owned.
Chapter Eleven The Obligation to Give Back 171
Nobody is completely self-made; return the
favors and good fortune.
Chapter Twelve The Bottom Line 193
Acceptable values are child's play, not rocket
science.
Perspective from Larry King 207
Perspective from Neil Cavuto 215
Perspective from Wayne Reaud 221
Introduction Good Times, Bad Times 1
Circumstances may change but your values
shouldn't.
Chapter One Lessons from the Sandbox 11
Everything we need for today's marketplace we
learned as kids.
Chapter Two Check Your Moral Compass 25
We know darn well what is right and wrong.
Chapter Three Play by the Rules 39
Compete fiercely and fairly--but no cutting in
line.
Chapter Four Setting the Example 53
Risk, responsibility, reliability--the three Rs
of leadership.
Chapter Five Keep Your Word 77
It's high time to corral the corporate lawyers.
Chapter Six Why We Cross the Line 95
There are many temptations, but reminders help.
Chapter Seven Pick Advisors Wisely 107
Surround yourself with associates who have the
courage to say no.
Chapter Eight Get Mad, Not Even 125
Revenge is unhealthy and unproductive. Learn to
move on.
Chapter Nine Graciousness Is Next to Godliness 139
Treat competitors, colleagues, employees, and
customers with respect.
Chapter Ten Your Name Is on the Door 157
Operate businesses and organizations as if
they're family owned.
Chapter Eleven The Obligation to Give Back 171
Nobody is completely self-made; return the
favors and good fortune.
Chapter Twelve The Bottom Line 193
Acceptable values are child's play, not rocket
science.
Perspective from Larry King 207
Perspective from Neil Cavuto 215
Perspective from Wayne Reaud 221