Samarkand Bookstore

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Management Techniques

In this eagerly awaited sequel to the international bestseller The Monk Who Sold His Ferrari, world renowned leadership guru Robin Sharma will teach you how to restore trust, commitment and belief within your organisation, while simultaneously changing the way you live your life in the process. A practical guide to visionary leadership and an inspiring fable, Leadership Wisdom is the true sequal to the international bestseller The Monk Who Sold His Ferrari. It follows the story of Peter Franklin, a frustrated owner of a struggling digital software company. Just as things start to seem hopeless for Peter, a young monk appears at his door, offering sure-fire advice on how to turn the fate of his business around. Peter is astonished to learn that the monk is in fact his long-lost friend Julian Mantle, returned from his extraordinary Indian odyssey and ready to share his timeless wisdom for visionary leadership. Expressed in an easy-to-use eight step system of practical lessons, this inspiring and illuminating parable will teach you, amongst other things, how to: * Create team focus and unity * Increase profitability and efficiency * Be creative and innovative under pressure * Inspire and develop your team * Touch people's lives in a positive way

549627 Leadership Wisdom from the Monk Who Sold His Ferrari: The 8 Rituals of the Best Leaders (Paperback) By Sharma, Robin

157992 HBR's 10 Must Reads On Managing Yourself (With Bonus Article How Will You Measure Your Life? By Clayton M. Christensen) (Trade Paperback / Paperback) By Drucker, Peter F.

189894 HBR's 10 Must Reads On Making Smart Decisions (With Featured Article Before You Make That Big Decision... By Daniel Kahneman, Dan Lovallo, And Olivier Sibony) (Trade Paperback / Paperback) By Kahneman, Daniel

The best managers work smarter, not harder After conducting a unique global study of over 9,000 people, analysts at the world-leading sales research firm Gartner identified four distinct types of manager. Incredibly, they found one type consistently performs far better than the rest, and it wasn't the one they were expecting. Connector Managers understand that it's not enough for managers to just encourage and teach employees themselves, and that providing constant coaching to employees can actually be detrimental to their independent development. Instead, by connecting employees to others in the team or organisation, Connector Managers can help their employees develop a range of skills beyond their own areas of expertise. Although the four types of managers are more or less evenly distributed, employees with Connector Managers perform significantly better than others. Employees with Always-on Managers who provide constant feedback and coaching perform significantly worse. Drawing on their ground-breaking data-driven research, as well as in-depth case studies and extensive interviews with thousands of managers, you'll discover what behaviours define Connector Managers and how you can use them yourself to build brilliant, powerhouse teams.

554180 The Connector Manager: Why Some Leaders Build Exceptional Talent-and Others Don't (Trade Paperback / Paperback) By Roca, Jaime

The New York Times bestselling follow-up to Simon Sinek's global hit Start With Why Why do only a few people get to say I love my job ? It seems unfair that finding fulfillment at work is like winning a lottery; that only a few lucky ones get to feel valued by their organizations, to feel like they belong. Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders are creating environments in which people naturally work together to do remarkable things. In his travels around the world since the publication of his bestseller Start with Why, Simon Sinek noticed that some teams were able to trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives were offered, were doomed to infighting, fragmentation and failure. Why? The answer became clear during a conversation with a Marine Corps general. Officers eat last, he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. This principle has been true since the earliest tribes of hunters and gatherers. It's not a management theory; it's biology. Our brains and bodies evolved to help us find food, shelter, mates and especially safety. We've always lived in a dangerous world, facing predators and enemies at every turn. We thrived only when we felt safe among our group. Our biology hasn't changed in fifty thousand years, but our environment certainly has. Today's workplaces tend to be full of cynicism, paranoia and self-interest. But the best organizations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety that separates the security inside the team from the challenges outside. The Circle of Safety leads to stable, adaptive, confident teams, where everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities. As he did in Start with Why, Sinek illustrates his ideas with fascinating true stories from a wide range of examples, from the military to manufacturing, from government to investment banking. The biology is clear: when it matters most, leaders who are willing to eat last are rewarded with deeply loyal colleagues who will stop at nothing to advance their leader's vision and their organization's interests. It's amazing how well it works.

848011 Leaders Eat Last: Why Some Teams Pull Together and Others Don't (Trade Paperback / Paperback) By Sinek, Simon

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