Tháp Babel Trên Đỉnh Thác Ánh Trăng tải về miễn phí cuốn sách

Micah Vignolle micahvig — I think it is time to read this again.

Meryl Pritchett _eryl_ritchette23f — This is a great summary of basic management principles and techniques. The author believes there's an undermanagement epidemic and it's undermining nearly every work environment where leaders fail to stay attuned to those they manage. I'm likely to recommend this to our new managers/leaders because it is a) easy to read and understand, b) clearly organized and very practical. Some highlights: "High performers want a boss who is strong and highly engaged, who know exactly who they are and exactly what they are doing every step of the way. High performers want a boss who lets them know that they are important and that their work is important. They want a boss who spells out expectations clearly, who teaches them the best practices, who warns them of pitfalls, who helps them solve small problems before they fester and grow, who rewards them when they go the extra mile. High performers want a boss who will clear the low performers out of the way. They are always looking for strong managers who will set them up for success and, thereby, help them earn what they need and want from the job, every step of the way. Strong hands-on managers are like magnets for high performers." p. 30 "Concentrate on four or five people a day. Make your meetings quick, no more than fifteen minutes. Consider holding meetings standing up, with a clipboard in hand, (to keep them quick and focused). Don't let anyone go more than two weeks without a meeting." p. 42 ". . . at work, you need to be the boss . . . the best way to build rapport . . . is by talking about the work. Work is what you have in common. p. 46. "The most effective managers have a special way of talking . . . authoritative and sympathetic, disciplined and patient . . . The voice of performance coaching is steady and persistent, relentlessly methodical and hands-on, enthusiastic and pushy. It is the constant banter of focus, improvement, and accoutability. Think about the best boss you ever had, or the best teacher or camp counselor or pastor" . . . his/her honesty and clarity. p. 47 Develop an obsession with Standard Operating Procedures Convert best practices into "standard operating procedures--and then require employees to follow these procedures precisely." p. 96 Give employees step-by-step checklists whenever possible. "Ask for an account. In every one-on-one conversation with every employee, ask for an account of what that employee has done since your last conversation: 'What concrete actions did you take? Did you meet the clearly spelled-out expectations?' p. 114 Most people need to do the job for a while before they feel any enthusiasm for it. Also, it's usually not what they do but rather how they are doing it. When people do something with purpose and precision, it is possible to unlock the join in that work. It also helps when they do it with other people who care a lot about that work as well. " p. 130 ". . . nearly all performance problems fall into one or more of three categories: ability, skill, or will. " If ability: it may not be a natural strength and therefore the fit may be wrong. If skill: it's likely the person needs some knowledge or training. If will: it's likely a question of motivation and proper recognition. There are four reasons to fire stubborn low performers: 1) they get paid, 2) they cause problems other employees have to fix, 3) high performers hate to work with low performers--and you can't afford to lose your high performers, 4) low performers send a terrible message to everybody else: 'low performance is an option around here,' Basics Set aside one hour a day for managing Practice talking like a performance coach Create a managers landscape Make a preliminary schedule Set up a performance tracking system Landscape is simple chart with these columns: who? why? what? how? where? when?

Walid Casanova _ — Having read the whole series and thoroughly enjoyed each book, I would not hesitate to recommend them to anyone who either has an interest in English history or who just enjoys a ripping story