附註:Includes bibliographical references and index.
Knowledge is not power -- Management and leadership theories do not work -- Be selfish -- Don't manage people -- Don't be proud -- Don't be tough -- Don't play to win -- Don't prove yourself -- Practice KID not KITA -- Don't have people work for you -- Don't focus on the bottom line -- Don't have goals and objectives -- Trust all people all of the time -- Don't oil the squeaky wheel -- Don't worry about pay -- Don't tell people what to do -- Don't satisfy customers -- Don't downsize -- Don't respond to the urgent -- Don't be committed.
摘要:The success of books like What Management Is and First, Break All the Rules indicate that there is still an audience out there for books that focus on the science of management, as opposed to the art of leadership. Wolf Rinke is a successful keynote speaker and consultant on the topic of effective management, and he has distilled his lifetime of managerial insights into 20 tenets, each of which approaches a perennial management problem from an unorthodox and surprising perspective. These novel approaches to ancient organizational riddles introduce readers to energizing, enlightening angles from which they can productively view familiar ideas. Readers will be treated to chapters such as: Don't satisfy customers. People consistently recall the extremes - service providers who messed up and those that exceeded their expectations. Seldom does anyone recall a service provider who has met their expectation, that is, satisfied them.; That means, only if you and your team members consistently exceed your customers expectations will customers remember you and your organization. Don't focus on work. One of Wolf's favorite questions to ask managers: What business are you in? The typical answer: we are in the high-tech business, or we sell spa supplies, or we are in the recruiting business. Wolf disagress: You are in the People business, because your people are responsible for 85% of your success. Don't make decisions. People are lazy, and because your direct reports are lazy they will tend to travel the path of least resistance. Instead of thinking, problem solving, or straining their brains - which is tough work - they figure out an easier more direct route: ask the boss. What you want to do instead is to master the art of giving your power away.
