The Front-Line Leader

The Front-Line Leader
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A guide for protecting your wealth in an age of turbulent business cycles In Prosperity in the Age of Decline, Brian and Alan Beaulieu—the CEO and President of the Institute for Trend Research® (ITR)—offer an informed, meticulously-researched look at the future and the coming Great Depression. Drawing on ITR's 94.7% forecast accuracy rate, the book outlines specific, actionable strategies for capitalizing on cyclical opportunities and dodging economic danger. In this important resource, the authors reveal what it will take for individual investors and business leaders to prosper as the economy heats up prior to the predicted downturn, preserve wealth in the upcoming Great Depression, and profit on the way out of the depression. The imbalances and maladjustments have a while to play out and the authors pinpoint the investment opportunities to be had in the countdown period. The Beaulieu's examine the major economic trends at play, such as low interest rates, burgeoning government debt, and an aging population. They discuss which trends will last and what investors should do with this knowledge in order to thrive. The book also reviews the group of leading economic indicators that most consistently achieve reliable results for predicting where the economy is headed. Designed as a useful tool for investors, the book includes a working list of key trends, describes the upside potential of each trend, and explains the potential threat stemming from a particular trend. Understanding how to capitalize on these trends and knowing how to avoid the common pitfalls are the keys to creating a solid economic future for individual investors and business leaders. Contains the strategies for capitalizing on cyclical opportunities and avoiding economic dangers Offers an examination of major economic trends Includes information on the leading economic indicators that most reliably achieve results Shows how to preserve wealth and avoid the most common investing pitfalls This comprehensive resource offers guidelines for averting cyclical downturns and building on rising industry trends.

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Gorder Chris Van. The Front-Line Leader

Acknowledgments

Introduction

Chapter One. Know Your People

Fly-Bys Don't Count

Roll Up Your Sleeves and Get Dirty

Do Your Dance

Make It Real with Questions and Answers

Stay Accessible

Keeping Employees Current

Be Yourself

The Job Never Ends

Taking Action

Chapter Two. Get Outside Yourself

See Yourself as a Trainee Again

Engage Even More Deeply

Lean on Your Partners

Build a Team Early

“We,” Not “I”

Love Your People

Taking Action

Chapter Three. The Credibility Factor

Make It Visible and Meaningful

Act Repeatedly

Help Is on the Way

Taking Action

Chapter Four. Tell Stories

Talk About the Front Line

Tell Your Own Stories

Use Your Storytelling Skills to Explain

Invite Employees to Tell Stories Too

Getting Inspired Together

Taking Action

Chapter Five. Create a Culture of Advocacy

Manage Down

Give Employees a Voice

Take Employee Feedback Seriously

Empower Employees to Assist in Change

Give People the Tools They Need to Succeed

Raise the Bar

Taking Action

Chapter Six. Take Care of the “Me”

Commit to a Philosophy, Not a Policy

Stick with the Philosophy in Tough Times

Create Structures That Support “No Layoffs”

Care for People Beyond the Workplace

Give More, Get More

Taking Action

Chapter Seven. Hold People Accountable

Make Leaders Formally Accountable

Create Your Own Standards

Spread the Gospel of Accountability

Lay Down the Law

Provide Resources

Reward Good Performance

Spiraling Upward

Taking Action

Chapter Eight. Build Loyalty and Engagement from the Middle

Develop Middle Managers Yourself

Let Managers Lead

Get Personal

Share the Power – and the Credit

Taking Action

Chapter Nine. Bring People Together

Bridge Information Gaps

Mobilize Collaboration Proactively

Engender Collaboration Proactively Throughout the Ranks

Take Your Time

Taking Action

Chapter Ten. Ask “What If?”

Make Contingency Planning a Way of Life

Address Big-Picture Threats

Rally Your People

Always Fall Up

Taking Action

Conclusion

About the Author

Index

Отрывок из книги

THE FRONT-LINE LEADER

BUILDING A HIGH-PERFORMANCE ORGANIZATION FROM THE GROUND UP

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When our team makes a decision – whether it's about access to capital, investment in new technology, organizational change, the hiring of executives, or anything else – the first thing we consider is the implications for front-line staff. Likewise, and perhaps most important, we have made a public commitment to use layoffs as a last resort as opposed to a quick fix. This forces our leadership team to become more disciplined in our planning, so that we can ensure that we have the financial resources required to retain our employees, as well as systems in place to use employees effectively as our business changes. It forces us to become more innovative, so that we can anticipate market trends and protect jobs.

It is easy to talk about connecting with front-line workers, but many executives I meet tell me they don't know how to bridge this divide in practice. Beyond lip service and rhetoric, executives at some companies still remain removed from those employees as well as from the managers who oversee staff performance. The Front-Line Leader seeks to change this by showing executives not only how critical it is to connect with line personnel but also, in practical terms, how we have done it. Organizations could become far more successful if executives only understood what it is to lead authentically from the ground up, and if they committed themselves, as we have, to that approach. If connecting with front-line workers could yield success for a large health care company, just imagine what leaders in less volatile and less regulated industries could accomplish.

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