Best Practices: Managing People: Secrets to Leading for New Managers (Collins Best Practices Series)

Best Practices: Managing People: Secrets to Leading for New Managers

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This work offers guidelines on sources of funding for a startup, utilizing technology and available marketing tools and techniques and understanding taxation guidelines among other things. Fundamental teachings from the richest man in the world. Business lessons applicable to YOUR problems. This work sheds light on the life journey of this global icon and offers insights into his thought process as he faced odds and worked to overcome them, which might inspire, motivate and educate a lot of entrepreneurs, businessmen and people from other walks of life on the art of navigating obstacles.

Readers can learn how to make calculated risks and pick up some of the success habits which worked very well for him and might work for them as well. In short, a power-packed book with enough practical lessons for anyone with a hunger to succeed. Not only in the business world but people from all walks of life can benefit from the lessons imparted and his success habits could really be something to learn for anybody who is driven to succeed.

A must-read for anyone willing to learn a few things from his business lessons. A detailed book on Business on why some companies go on to achieve greatness while others with seemingly good potential dwindle with time and are sidelined in the longer term.

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Jim Collins goes the extra mile in this study to identify a similar pattern in companies which went on to become great from good when measured with the help of stringently defined criteria. The fundamental question remains that why some good companies fail to grow bigger in the long term while others which were nowhere even in the competition go ahead to consistently outperform the market over years.

Surprisingly to many, the findings of the study go against the commonly accepted wisdom of what is supposed to work for companies in the long term. A pinpointed study aimed at finding out the secret behind the success of some companies who keep on performing exceptionally well while others simply fail to do so.

The study adopts stringent criteria for measuring and comparing the performance of some companies in order to find out what differentiates them when it comes to performing consistently well and growing from good to great in a rather literal sense of the word. A must-read for business managers and CEOs as well as students and finance professionals to acquire a better understanding of evaluating companies objectively on their merit. This best business book to read is useful for growing your small business and maximizing your profits and savings.

The author offers 17 unique ideas to achieve these goals which are simple enough in application but can make a world of difference to your business. Challenging the conventional thinking that it always takes a lot of strategies and planning to run and grow a small business, the author provides a simple framework for achieving your business objectives with a minimal amount of effort and risk.

An ideal companion for anyone looking to grow their own business and enhancing their profits and sales with the practically feasible amount of effort and planning. An unconventional guide for small businesses on how to implement some of the little ideas offered in this work with the potential to make a big impact in terms of the outcome.

Usually, people take on too much upon themselves in terms of planning and strategy which is difficult to implement. By contrast, this author presents straightforward ideas in easy-to-understand language for small businesses to perform better. A highly recommended read for anyone interested in starting a small business or someone who already owns one. WallStreetMojo is a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to amazon.

Your email address will not be published. Save my name, email, and website in this browser for the next time I comment. Free Investment Banking Course. Login details for this Free course will be emailed to you. Free Accounting Course. Free Excel Course. Collins makes no major decision without the unanimous agreement of a triumvirate consisting of Ms.

Management

Ernst, Mr. The centerpiece of Mr. As he moves further into his presentation, Mr. Collins becomes thoroughly engaged in an improvisational give-and-take with his audience. Asking for a show of hands, Mr. Collins establishes that no one in the audience has ever heard of Darwin Smith; then he launches into another story of a dream he had while writing Good to Great.

With those nerdy Coke-bottle glasses. And the haircut that never quite worked.

And a suit that looks like he bought it at J. Please take me out of the book. Collins goes on to tell the crowd that Darwin Smith disliked personal publicity, and asked reporters to write about Kimberly-Clark instead.

Diagnosed with throat and nose cancer just after he became CEO in , Mr. Smith went on working, commuting weekly from Wisconsin to Houston for radiation therapy; he beat the cancer back and stayed on as CEO for 20 years. First, Why have we been so mediocre for years?

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Second, Is there anything Kimberly-Clark could be best at in the world? Smith then led an internal quest to find out whether the company, a gradually declining producer of coated paper, had any prospects at all for world-class excellence. It took management a while to recognize they had a unique asset: Their sideline Kleenex brand had achieved such dominance that it had become a generic name for soft tissues.

Best Practices: Managing People: Secrets to Leading for New Managers

Collins recounts them deciding. Smith took on the job of selling those himself. Today, Mr.

Collins says, Kimberly-Clark is the No. Collins remarks. Again, Mr. Then a voice from the audience asks if Mr. To be really Level 5—like, eventually, I will have to overcome that. Am I capable of it? Later, while he is mingling with a group at the front of the room, a young human-resources manager approaches Mr. Collins and asks him to sign her copy of Built to Last. Neither company made the Good to Great cut, because their accelerations occurred too recently for the requisite 15 years.

We are beginning to develop a more systematic awareness of people who tend to be invisible, and I am sometimes surprised by their accomplishments. Smith and Mr. Collins both argue that there are more individuals with Level 5 personalities and skills in positions of responsibility than most people think. People clearly connect with the Level 5 concept; at the Wharton conference, many attendees come up to Mr. Collins and share with him names of Level 5 Leaders they know from all walks of life. Nor is it clear yet what characteristics in the Level 5 Leader are the crucial ones. Is the modesty important?

Or is it the stoic resolve to pursue a goal to its end? Or is it both? Collins spent three years there as one of the few white students in his elementary school. For probably 10 years or so after that, whenever I met a black person, I noticed that my first instinct was to assume that this person was better than me. Sure enough, he was accepted to Stanford in , and majored in mathematical sciences. He immediately stood out. In , he returned to Stanford to teach a course on entrepreneurship. He discovered he was a gifted teacher, with a knack for listening to people and helping them recognize the implications of their ideas.

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He was also noticeably intent on wasting neither his own time nor that of his students. And what if that success had come despite its management practices, instead of because of them?

At that time, Jerry Porras had been engaged in his own exploration of what he called organizational purpose. Collins jumped at the chance to work with him, and the research idea evolved from there.

Together they framed the original question, but Professor Porras provided the academic cover for the project. Indeed, Professor Porras says he knew of no tenured faculty member who had ever teamed up with a lecturer to pursue a research project of this magnitude. They polled CEOs, asking which companies they thought were the most visionary in the world, and then read every article they could find about those companies to cull common factors.

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