基本信息·出版社：Crown Business ·页码：304 页 ·出版日期：2007年01月 ·ISBN：0307341518 ·International Standard Book Number：0307341518 ·条 ...
| 商家名称 |
信用等级 |
购买信息 |
订购本书 |
|
|
 |
Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't |
 |
|
|
Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't |
|
基本信息·出版社：Crown Business
·页码：304 页
·出版日期：2007年01月
·ISBN：0307341518
·International Standard Book Number：0307341518
·条形码：9780307341518
·EAN：9780307341518
·版本：1
·装帧：精装
·正文语种：英语
内容简介 The new grand theory of leadership by Ram Charan . . . The breakthrough book that links know-how—the skills of people who know what they are doing— with the personal and psychological traits of the successful leader.
How often have you heard someone with a commanding presence deliver a bold vision that turned out to be nothing more than rhetoric and hot air? All too often we mistake the appearance of leadership for the real deal. Without a doubt, intelligence, vision, and the ability to communicate are important. But something big is missing: the know-how of running a business—the capacity to take it in the right direction, do the right things, make the right decisions, deliver results, and leave the people and the business better off than they were before.
For well over four decades, Ram Charan has been learning in the most visceral way the underlying reasons why leaders succeed and fail. As one of the most influential advisers to top management teams of leading companies around the world, he has had a front-row seat to observe the cause and effect of leadership practices and behaviors.
Ram Charan’s insight into the real content of leadership provides you with the eight fundamental skills needed for success in the twenty-first century:
• Positioning (and, when necessary, repositioning) your business by zeroing in on the central idea that meets customer needs and makes money
• Connecting the dots by pinpointing patterns of external change ahead of others
• Shaping the way people work together by leading the social system of your business
• Judging people by getting to the truth of a person
• Molding high-energy, high-powered, high-ego people into a working team of leaders in which they equal more than the sum of their parts
• Knowing the destination where you want to take your business by developing goals that balance what the business can become with what it can realistically achieve
• Setting laser-sharp priorities that become the road map for meeting your goals
• Dealing creatively and positively with societal pressures that go beyond the economic value creation activities of your business
Know-How is the missing link of leadership. By showing how the eight know-hows link to, interact with, and reinforce personal and psychological traits, Ram Charan provides a holistic and innovative portrait of successful leaders of the twenty-first century.
作者简介 Ram Charan is the coauthor of the bestseller
Execution and the author of
What the CEO Wants You to Know and many other books. What people throughout the business world acclaim are Dr. Charan’s practicality and the value he provides in helping them solve business problems. There are no high-falutin’ theories that have people scratching their heads and saying, “Wow, that’s really interesting, but what do I do Monday morning”? For Ram, the Monday-morning application of his ideas is the entire ball game and the reason why his teaching is valued at companies like General Electric, DuPont, Verizon, The Home Depot, KLM, Thomson Corporation, and many others.
编辑推荐 "This is the leadership book for the new generation. It's not about climbing to the top of the heap. It's about substance- becoming the kind of leader who makes the right decisions time and time again. If you want to make your business, yourself, and your world better, use this book as your guide."
–Ron Meyer, president and COO, Universal Studios
"If you believe (as I do) that 'leaders are made,' or more precisely, choose to lead and to develop their skills as leaders, then you will find Ram Charan's very practical book on the eight 'know-hows' that are the foundation for leadership performance and success a very worthwhile read."
–A.G. Lafley, chairman and CEO, Proctor & Gamble
"Ram Charan has hit the nail on-the-head by constructively linking personal attributes and business success. His is an important message at an important time for business leaders."
–James McNerney, Jr., chairman, president and CEO, The Boeing Company
"Ram Charan cuts through the fog and 'mystique of the leader' with bold, fresh insights into the real substance of business leadership. What is truly pathbreaking is
Know-How's integration of the eight skills for running a business with the personal and psychological traits of the successful leader. It is the must-have book if you want to differentiate yourself from the pack."
–Bill Conaty, senior vice president, human resources, General Electric
"Uniquely Charan. Pactical, insightful, application-oriented and full of wisdom. Read it and then refer to i frequently to enrigh your career. A real treasure."
–Larry Bossidy, retired chairman and CEO of Honeywell International and co-author of
Execution and
Confronting Reality "Know-How is the distilled wisdom of one of our era's most insightful business minds. How do you achieve great business performance? Ram Charan knows how."
–Geoffrey Colvin, editor-at-large,
Fortune magazine
"What Peter Drucker's
The Practice of Management and The Effective Executive were to the 20th century industrial age, Ram Charan's
Know-How is to the 21st century global digital knowledge worker age. Brilliant, immensely practical and comprehensive- with almos self evident prophetic wisdom. But, as we all know, what is common sense is seldom common practice."
–Stephen R. Covey, author of
The 7 Habits of Highly Effective People and
The 8th Habit "
Know-How brings the complex subject of business leadership down to earth with practial advice on what you really need to know to run a business."
–Michael J. Critelli, chairman and CEO, Pitney Bowes
"
Know-How puts to rest a lot of myths and false assumptions about the job of a leader. In a commonsense, practical way, it provides eight how-tos that are the foundation of leadership.
Know-How is a breakthrough book for leaders and those who aspire to a leadership job."
–James M. Kilts, Centerview Partners, former chairman and CEO of Gillette
"Ram has an unparalleled track record of providing executives with compelling yet practical advice on how to succeed in tumultuous business environments. Know-How continues the tradition, defining in detail the performance factors that can give executives a competitive edge no matter how markets evolve."
–Ivan G. Seidenberg, chairman and CEO of Verizon
In
Know-How, Ram Charan, coauthor of the bestseller
Execution: The Discipline of Getting Things Done, gives readers a bold new approach to understanding leadership. Charan suggests that when it comes to choosing our business leaders, we don't recognize the crucial difference between the appearance of leadership and the actual ability to run a business. We focus too much on superficial things, like raw intelligence or a commanding presence, and don't pay near enough attention to the skills leaders need. In his new book, Charan identifies the eight skills leaders must develop and refine, and explains how personal traits factor in. Curious readers can learn more about
Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't in our brief Q & A with author Ram Charan, and sneak a peek at the first chapter, below.
--Daphne Durham
Q&A with Ram CharanQ: You identify 8 know-hows. Can you take us through one of them?
A: In this time of continual change, money making or business models are becoming obsolete more frequently than ever before. It wasn't that long ago when AOL was king of the hill. That leadership was taken over by Yahoo. Now Yahoo is at a crossroads and the leadership has been taken over by Google. So far Google is ahead. It has the central recipe to increase its revenues via advertising because it knows how to measure advertising effectiveness better than anybody else. Leaders at both AOL and Yahoo must be scratching their heads trying to figure out how to reposition the company to make money in the new context. Repositioning is a know-how. It's hard work, and it requires imagination. We will have an opportunity to see about the decision made by Time Warner top brass to summarily replace Jim Miller with Randy Falco of NBC Universal. Randy has a distinguished record. He will have to demonstrate one of the most crucial know-hows in this book: Can he reposition AOL for the new game, and in time? Cost cutting is not the answer.
Q: How can you build your know-how, or help others develop theirs?
A: No talented athlete ever became a champion without consistent regular practice in the right way, along with feedback and hard work. There are no short cuts.That's why you should start practicing early in your career by taking assignments that will help you cultivate the know-hows and seeking out bosses you can learn from.
Q: Many people think of leaders as having innate traits that set them apart from the rest of us. Are you saying we should be looking at skills instead of personality?
A: At the time somebody enters the work force, a great deal of his or her personality has been formed. Most people who talk about leadership today talk about personality, personality, personality. Personality traits, presence, charisma--they will experience attrition if you don't practice them in the context of know-hows. Personality traits and know-hows reinforce each other. In the 21st century, the transparency of results is immediate. Failure is detected very early. Dependence on personality traits without the mastery of the know-hows is a recipe for disaster.
Q: What do you think about the future?
A: The future is very bright. The global economy will continue to expand. There will be more demand for leaders than ever before. Master the know-hows. Hone your personality traits while you're mastering the know-hows. Don't forget that your success must come in the context of global competition. Take the opportunity to win.
Read the First Chapter of Know-How
The Substance of Successful Leaders Know-how is what separates leaders who perform--who deliver results--from those who don't. It is the hallmark of people who know what they are doing, those who build longterm intrinsic value and hit short-term targets. What gets in the way of finding people who can perform is the appearance of leadership. All too often I see people being chosen for leadership jobs on the basis of superficial personal traits and characteristics, such as:
?? The seduction of raw intelligence: "He's extremely bright, incisive, and very analytical. I just feel in my gut he can do the job."
?? A commanding presence and great communication skills: "That presentation was awesome. How she ever boiled down all that data onto the PowerPoints is beyond me. Shecertainly had the committee in the palm of her hand. Mark my words, she's going to the top."
?? The power of a bold vision: "What a picture he painted of where we are going, moving forward."
?? The notion of a born leader: "The people in the unit love her. Such a morale builder and motivator!"
Certainly intelligence, self-confidence, presence, the ability to communicate, and having a vision are important. But being highly intelligent doesn't mean that a person has the knack for making good business judgments. How many times have you seen people confidently making decisions that turn out to be disastrous? How often have you heard a vision that turned out to be nothing more than rhetoric and hot air?
Read more from Chapter 1...
文摘 1
Know-How
The Substance of Successful Leaders
Know-how is what separates leaders who perform—who deliver results—from those who don’t. It is the hallmark of people who know what they are doing, those who build long-term intrinsic value and hit short-term targets.
What gets in the way of finding people who can perform is the appearance of leadership. All too often I see people being chosen for leadership jobs on the basis of superficial personal traits and characteristics, such as:
•The seduction of raw intelligence: “He’s extremely bright, incisive, and very analytical. I just feel in my gut he can do the job.”
•A commanding presence and great communication skills: “That presentation was awesome. How she ever boiled down all that data onto the PowerPoints is beyond me. She certainly had the committee in the palm of her hand. Mark my words, she’s going to the top.”
•The power of a bold vision: “What a picture he painted of where we are going, moving forward.”
•The notion of a born leader: “The people in the unit love her. Such a morale builder and motivator!”
Certainly intelligence, self-confidence, presence, the ability to communicate, and having a vision are important. But being highly intelligent doesn’t mean that a person has the knack for making good business judgments. How many times have you seen people confidently making decisions that turn out to be disastrous? How often have you heard a vision that turned out to be nothing more than rhetoric and hot air?
Personal attributes are just one small slice of the leadership pie, and their value is greatly diminished without know-how, the eight interrelated skills that bring leadership into the realm of profit and loss.
We need leaders who know what they are doing. Change is always with us, but its current magnitude, speed, and depth
……
The Substance of Successful Leaders