What Makes Great Leaders Great: Management Lessons from Icons Who Changed the World
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Master the skills that icons throughout history have used to achieve the highest levels of success
“This is an intelligent, knowledgeable presentation of management. The pragmatic approach of learning from icons makes the book extremely worthwhile reading for up-and-coming and experienced managers alike.”
―Dr. Helmut O. Maucher, Honorary Chairman of the Board, Nestlé
“Embracing a broad variety of successful personalities from all walks of life, this analysis of management skills makes for interesting reading and provides a great source of inspiration."
―Dr. Josef Ackermann, Chairman of the Management Board and the Group Executive Committee, Deutsche Bank AG
“Arnold cleverly explains the keys to successful management with references to real-life challenges successfully overcome by iconic leaders. This entertaining book is insightful, thought-provoking, and of immense practical value.”
―Fred B. Irwin, President, American Chamber of Commerce in Germany
“Profound management know-how and coverage of a wide range of valuable issues provide great inspiration for anyone seeking to apply effective management principles in practice.”
―Professor Klaus Evard, founder and former President of the European Business School
“Management know-how translates into knowledge of how to succeed in all levels of life, and everyone can learn to be successful. That is the simple premise behind this book.”
―Frankfurter Allgemeine Zeitung
What do Barack Obama, Steve Jobs, Pablo Picasso, and Napoleon have in common?
EXCELLENT MANAGEMENT SKILLS
It doesn’t matter what your field of expertise is, whom you know, or how educated you are. If you have powerful management skills, you will succeed; if you don’t, you’ll hit the ceiling sooner rather than later.
In What Makes Great Leaders Great, bestselling author and leadership expert Frank Arnold gathers 56 icons from various fields―from business and sports to politics and pop culture―to reveal the specific management skills they used to reach the top.
For every line of work or personal goal, effectively applying these management skills will lead to ultimate success. All the people in this remarkably diverse group figured out what they needed to know to manage their rise to the top―and executed it with superb skill. What Makes Great Leaders Great includes:
- Bill Gates on harnessing the power of a business mission
- Nicolaus Copernicus on questioning every assumption
- Phil Knight on fine-tuning the right strategy
- Michael Dell on making the customer your number-one priority
- Michelangelo on focusing on a single objective
- Joseph Schumpeter on practicing creative destruction
- Roger Federer on self-motivation
- Hippocrates on behaving responsibly
- Steve Jobs on implementing ideas
- Ray Kroc on envisioning the future
- Gen. George Patton on clearly defining assignments
- Warren Buffett on demanding effective management
- Stephen Hawking on making the best use of your time
- Pablo Picasso on fostering life-long creativity
- Muhammad Yunus on looking beyond your own interests
Learn from the best in the business―and history―how to leverage your skills, knowledge, and talent to reach levels of success you never dreamed possible.
Fourth, if possible, the result should be measurable—at the very least, it must be possible to judge the degree of attainment. The areas where objectives need to be set and results achieved in the context of managing organizations is discussed in Chapter 13 on Andy Grove: market standing, innovation, productivity, physical and financial resources, profitability, the performance as well as the development and attitude of the people in the organization, and public responsibility. Especially if
not because of the person he had favored, for good reason, but among other things because he had to reject two esteemed top-quality candidates, people who had worked alongside him for a long time. Fourth basic premise: There are no unimportant people decisions—give yourself time to make people decisions People decisions should either be thoroughly and painstakingly thought through or not made at all. Alfred Sloan, Jr., for many years the CEO of General Motors, was once asked by Peter F.
next off-site meetings, ask your managers to focus on this single question: “What do we need to do together to establish a corporate culture of effectiveness?” Substantial progress will be made if you focus the ensuing discussion on the three domains listed above. * * * CHAPTER 34 Nurture and Develop People LEARNING FROM David Packard Together with Bill Hewlett, in 1939 David Packard (1912–1996) founded the Hewlett-Packard Company, with seed capital of just $538. In the manner
plant species, studied the exotic fauna, and documented the customs and history of native peoples. On the way back to Europe in 1804, Humboldt visited U.S. President Thomas Jefferson, and the two men discussed the idea of constructing the Panama Canal, though Jefferson ended up rejecting the idea because he considered the terrain impassable. After his return, Humboldt spent decades analyzing the many botanical, geological, and mineralogical materials he had collected and published his findings
apply this know-how, you will become exceedingly effective, highly efficient, and probably also extremely successful. 2. Focus on one thing at a time If there was a secret in management, it would be to focus on one thing at a time. In this respect you should be uncompromising in your implementation of effective management, taking up only a single issue and then really seeing it through. The more you concentrate on one topic, the sooner it will become a habit; and you will then build on it