How the Best Leaders Lead: Proven Secrets to Getting the Most Out of Yourself and Others
Brian Tracy
Language: English
Pages: 256
ISBN: 0814414346
Format: PDF / Kindle (mobi) / ePub
Soundview's Harold Longman Award for Best Business Book of 2010 Leadership is the critical factor that determines the success of any business or department. The ability to select, manage, motivate, and guide employees to achieve results is the true measure of any leader's success. In this fast-moving book, business expert Brian Tracy reveals the strategies used by top executives and business owners everywhere to achieve astounding results in difficult markets against determined competition. Brian Tracy has worked with more than 1,000 companies in 52 countries. In "How the Best Leaders Lead," he gives you a series of practical, proven ideas and strategies that leaders and managers at every level can use immediately. They'll learn how to: - Determine their ideal leadership style for any situation - Motivate their people with the Three R's - Recognition, Rewards, and Reinforcement - Set clear goals and objectives for themselves and others - Develop an exciting future vision for their business - Set priorities and focus on key tasks - Solve problems faster and make better decisions - Hire and keep the best people - Build, manage, and motivate winning teams - Communicate and get their ideas across to others - Motivate people in turbulent times - Identify opportunities and take concrete action - Plan for the future while managing the present With this timely guide, anyone can learn how to become a better and more effective leader and get more done faster than they ever dreamed possible.
Forex for Beginners: A Comprehensive Guide to Profiting from the Global Currency Markets
Out of Gas: The End of the Age of Oil
Crisis Economics: A Crash Course in the Future of Finance
his team faster and more effective at executing plays than any other team. He took the Green Bay Packers to two Super Bowl Championships and made football coaching history. Consistent with the Lombardi method, the key to leading and succeeding in times of crisis and rapid change is to become ‘‘brilliant on the basics.’’ In this book, based on my work with more than a thousand companies in fifty-two countries, I will share some of the best thinking and action skills used by top executives and
According to studies and observation, people spend much of their time in idle chit-chat with coworkers, surfing the Internet, going for coffee, taking long lunches, reading the newspaper, taking care of personal business, and both arriving late and leaving early. Staff costs represent 60 to 80 percent of the total cost of operating your business. Your job is to get your highest return possible on your investment in human assets. Today, all work is done by teams. Unless you run a shoe shine
energy with which he began. In 1941, in the darkest days of World War II, Winston Churchill’s cabinet members were urging him to ‘‘make peace’’ with Hitler. Churchill absolutely refused to consider the idea. He gave his famous speech, which ended with those stirring words, ‘‘We will never surrender!’’ When he was asked privately why it was that he was so adamant about fighting on in the face of overwhelming odds, he replied, ‘‘Because I study history. And history tells you that, if you hold on
possible solutions to the problem. Select the solution that you think is best. When an employee brings you a problem always ask, ‘‘What do you think we should do?’’ Helping and allowing people to make decisions makes them stronger, smarter, and more competent. It also frees up a lot of your time, which you can put to better use elsewhere. Learn From Every Situation Aristotle wrote, ‘‘Wisdom is an equal combination of experience plus reflection.’’ Ask two questions after every experience to
the value of everything you do will be contained in 20 percent of the actions that you take. This means that fully 80 percent of the things you do have little or no value. The secret to restructuring your work (and your life) is to spend more and more time doing the 20 percent of things that contribute the very most to your life and work. Simultaneously, you should spend less and less time doing those things that contribute very little. Sometimes, you should stop doing them at all. The worst