Business - Management
by John Hammergren and Phil Harkins
With Skin in the Game, authors John Hammergren -- Chairman and CEO of McKesson Corporation, America's oldest and largest health care services company -- and Phil Harkins -- CEO of Linkage, a global organizational development company -- give you a comprehensive overview of the history of health care in America.
In Hug Your Customers, Jack Mitchell showed business readers how to keep their customers happy&mdashland their profits booming. In Hug Your People, he elaborates on his big secret: hiring, motivating and keeping your biggest asset, great employees!
Does bureaucratic inertia have your business locked in a losing status quo? Are you being held back by gray suits who won't allow innovation and creativity at work? Do you want to build a business that isn't slowed down by the concrete shoes of bureaucratic indecision or stifled by unimaginative groupthink? If so, maybe it's time to beat the system!
Everyone knows you need creative thinking, or entrepreneurial thinking, or innovative thinking, or strategic thinking to succeed in the modern world. All these kinds of thinking happen through flashes of insight -- strategic intuition. And now that we know how it works, you can learn to do it better. That's what this book is about.
In The Engine of America, Barreto reveals his personal and professional insights, and those of many of America's most innovative entrepreneurs, on why some small businesses succeed while others fail. This book explains how you can join the ranks of successful business owners.
In Leadership Brand, Ulrich and Smallwood explore the advantages of a branded approach to corporate leadership. They use hard data to show that a company whose leadership embodies its unique brand will achieve stronger market value than competitors.
Leadership is failing in many forums and failing at an increasing rate as technology accelerates and complicates our existence. Inside, you'll discover the keys -- the source -- to embodying and performing the well-known but highly elusive traits and functions, respectively, of the high-impact leader.
Surprisingly, it's not about education or pedigree or even native smarts. Most of us are like jack welch, who started life as a lowercase guy, the son of a railroad conductor, but went on to become the most celebrated and successful executive of recent years.
The recruiting game has changed. It now takes more than simply attending a campus career fair, hosting an information session, and posting job descriptions to draw the best young talent to work for your organization.
All generations are not alike. While Baby Boomers base their vision of professional success on climbing hierarchical corporate ladders, Gen-X and New Millennial workers view success quite differently.
In the 1980s conventional wisdom was that you could have high quality or low cost, but not both -- until Japanese makers of cars and electronics showed otherwise. Now, high quality and low cost are required just to enter the marketplace.
Most experts on leadership would have us believe that successful leaders are superhuman beings who are humble servants, have hearts of gold, and are motivated by the needs of their employees and shareholders.