summersale2015 Hier klicken Jetzt Mitglied werden studentsignup Cloud Drive Photos UHD TVs Learn More Dyson DC52 gratis Zubehör Fire HD 6 Shop Kindle Sparpaket SummerSale
Know-How und über 1,5 Millionen weitere Bücher verfügbar für Amazon Kindle. Erfahren Sie mehr
Gebraucht kaufen
EUR 19,90
Gebraucht: Sehr gut | Details
Verkauft von suspiratio
Zustand: Gebraucht: Sehr gut
Kommentar: sorgfältig geprüfte Ware, mit amazon service, rechnung, rücknahmegarantie
Ihren Artikel jetzt
eintauschen und
EUR 0,10 Gutschein erhalten.
Möchten Sie verkaufen?
Zur Rückseite klappen Zur Vorderseite klappen
Anhören Wird wiedergegeben... Angehalten   Sie hören eine Probe der Audible-Audioausgabe.
Weitere Informationen
Dieses Bild anzeigen

Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't (Englisch) Gebundene Ausgabe – 2. Januar 2007

1 Kundenrezension

Alle Formate und Ausgaben anzeigen Andere Formate und Ausgaben ausblenden
Amazon-Preis Neu ab Gebraucht ab
Kindle Edition
"Bitte wiederholen"
Gebundene Ausgabe
"Bitte wiederholen"
EUR 26,51 EUR 1,82
4 neu ab EUR 26,51 21 gebraucht ab EUR 1,82

Hinweise und Aktionen

  • Buch Sommerangebote: Entdecken Sie unsere bunte Auswahl an reduzierten Hörbüchern und englischen Büchern für den Sommer. Hier klicken.

Jeder kann Kindle Bücher lesen — selbst ohne ein Kindle-Gerät — mit der KOSTENFREIEN Kindle App für Smartphones, Tablets und Computer.



Produktinformation

  • Gebundene Ausgabe: 304 Seiten
  • Verlag: Crown Business (2. Januar 2007)
  • Sprache: Englisch
  • ISBN-10: 0307341518
  • ISBN-13: 978-0307341518
  • Größe und/oder Gewicht: 14,8 x 3,1 x 24,3 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)
  • Amazon Bestseller-Rang: Nr. 387.589 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)

Mehr über den Autor

Entdecken Sie Bücher, lesen Sie über Autoren und mehr

Produktbeschreibungen

Amazon.de

In Know-How, Ram Charan, coauthor of the bestseller Execution: The Discipline of Getting Things Done, gives readers a bold new approach to understanding leadership. Charan suggests that when it comes to choosing our business leaders, we don't recognize the crucial difference between the appearance of leadership and the actual ability to run a business. We focus too much on superficial things, like raw intelligence or a commanding presence, and don't pay near enough attention to the skills leaders need. In his new book, Charan identifies the eight skills leaders must develop and refine, and explains how personal traits factor in. Curious readers can learn more about Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't in our brief Q & A with author Ram Charan, and sneak a peek at the first chapter, below. --Daphne Durham


Q&A with Ram Charan

Q: You identify 8 know-hows. Can you take us through one of them?
A: In this time of continual change, money making or business models are becoming obsolete more frequently than ever before. It wasn't that long ago when AOL was king of the hill. That leadership was taken over by Yahoo. Now Yahoo is at a crossroads and the leadership has been taken over by Google. So far Google is ahead. It has the central recipe to increase its revenues via advertising because it knows how to measure advertising effectiveness better than anybody else. Leaders at both AOL and Yahoo must be scratching their heads trying to figure out how to reposition the company to make money in the new context. Repositioning is a know-how. It's hard work, and it requires imagination. We will have an opportunity to see about the decision made by Time Warner top brass to summarily replace Jim Miller with Randy Falco of NBC Universal. Randy has a distinguished record. He will have to demonstrate one of the most crucial know-hows in this book: Can he reposition AOL for the new game, and in time? Cost cutting is not the answer.

Q: How can you build your know-how, or help others develop theirs?
A: No talented athlete ever became a champion without consistent regular practice in the right way, along with feedback and hard work. There are no short cuts.That's why you should start practicing early in your career by taking assignments that will help you cultivate the know-hows and seeking out bosses you can learn from.

Q: Many people think of leaders as having innate traits that set them apart from the rest of us. Are you saying we should be looking at skills instead of personality?
A: At the time somebody enters the work force, a great deal of his or her personality has been formed. Most people who talk about leadership today talk about personality, personality, personality. Personality traits, presence, charisma--they will experience attrition if you don't practice them in the context of know-hows. Personality traits and know-hows reinforce each other. In the 21st century, the transparency of results is immediate. Failure is detected very early. Dependence on personality traits without the mastery of the know-hows is a recipe for disaster.

Q: What do you think about the future?
A: The future is very bright. The global economy will continue to expand. There will be more demand for leaders than ever before. Master the know-hows. Hone your personality traits while you're mastering the know-hows. Don't forget that your success must come in the context of global competition. Take the opportunity to win.


Read the First Chapter of Know-How

The Substance of Successful Leaders

Know-how is what separates leaders who perform--who deliver results--from those who don't. It is the hallmark of people who know what they are doing, those who build longterm intrinsic value and hit short-term targets. What gets in the way of finding people who can perform is the appearance of leadership. All too often I see people being chosen for leadership jobs on the basis of superficial personal traits and characteristics, such as:

• The seduction of raw intelligence: "He's extremely bright, incisive, and very analytical. I just feel in my gut he can do the job."

• A commanding presence and great communication skills: "That presentation was awesome. How she ever boiled down all that data onto the PowerPoints is beyond me. Shecertainly had the committee in the palm of her hand. Mark my words, she's going to the top."

• The power of a bold vision: "What a picture he painted of where we are going, moving forward."

• The notion of a born leader: "The people in the unit love her. Such a morale builder and motivator!"

Certainly intelligence, self-confidence, presence, the ability to communicate, and having a vision are important. But being highly intelligent doesn't mean that a person has the knack for making good business judgments. How many times have you seen people confidently making decisions that turn out to be disastrous? How often have you heard a vision that turned out to be nothing more than rhetoric and hot air? Read more from Chapter 1...


Pressestimmen

"This is the leadership book for the new generatin. It's not about climbing to the top of the heap. It's about substance- becoming the kind of leader who makes the right decisions time and time again. If you want to make your business, yourself, and your world better, use this book as your guide."
–Ron Meyer, president and COO, Universal Studios

"If you believe (as I do) that 'leaders are made,' or more precisely, choose to lead and to develop their skills as leaders, then you will find Ram Charan's very practical book on the eight 'know-hows' that are the foundation for leadership performance and success a very worthwhile read."
–A.G. Lafley, chairman and CEO, Proctor & Gamble

"Ram Charan has hit the nail on-the-head by constructively linking personal attributes and business success. His is an important message at an important time for business leaders."
–James McNerney, Jr., chairman, president and CEO, The Boeing Company

"Ram Charan cuts through the fog and 'mystique of the leader' with bold, fresh insights into the real substance of business leadership. What is truly pathbreaking is Know-How's integration of the eight skills for running a business with the personal and psychological traits of the successful leader. It is the must-have book if you want to differentiate yourself from the pack."
–Bill Conaty, senior vice president, human resources, General Electric

"Uniquely Charan. Pactical, insightful, application-oriented and full of wisdom. Read it and then refer to i frequently to enrigh your career. A real treasure."
–Larry Bossidy, retired chairman and CEO of Honeywell International and co-author of Execution and Confronting Reality

"Know-How is the distilled wisdom of one of our era's most insightful business minds. How do you achieve great business performance? Ram Charan knows how."
–Geoffrey Colvin, editor-at-large, Fortune magazine

"What Peter Drucker's The Practice of Management and The Effective Executive were to the 20th century industrial age, Ram Charan's Know-How is to the 21st century global digital knowledge worker age. Brilliant, immensely practical and comprehensive- with almos self evident prophetic wisdom. But, as we all know, what is common sense is seldom common practice."
–Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit

"Know-How brings the complex subject of business leadership down to earth with practial advice on what you really need to know to run a business."
–Michael J. Critelli, chairman and CEO, Pitney Bowes

"Know-How puts to rest a lot of myths and false assumptions about the job of a leader. In a commonsense, practical way, it provides eight how-tos that are the foundation of leadership. Know-How is a breakthrough book for leaders and those who aspire to a leadership job."
–James M. Kilts, Centerview Partners, former chairman and CEO of Gillette

"Ram has an unparalleled track record of providing executives with compelling yet practical advice on how to succeed in tumultuous business environments. Know-How continues the tradition, defining in detail the performance factors that can give executives a competitive edge no matter how markets evolve."
–Ivan G. Seidenberg, chairman and CEO of Verizon

Alle Produktbeschreibungen

In diesem Buch

(Mehr dazu)
Nach einer anderen Ausgabe dieses Buches suchen.
Ausgewählte Seiten ansehen
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
Hier reinlesen und suchen:

Kundenrezensionen

5.0 von 5 Sternen
5 Sterne
1
4 Sterne
0
3 Sterne
0
2 Sterne
0
1 Sterne
0
Siehe die Kundenrezension
Sagen Sie Ihre Meinung zu diesem Artikel

Die hilfreichsten Kundenrezensionen

2 von 2 Kunden fanden die folgende Rezension hilfreich Von Donald Mitchell TOP 1000 REZENSENT am 24. Februar 2007
Format: Gebundene Ausgabe
I'm often amused to read descriptions of the responsibilities of corporate boards: "To represent shareholder interests" and "replace the CEO" are two of my favorites. Most boards do everything possible to learn as little as they can about what shareholders favor. Boards are more likely to keep a CEO on too long than they are to find a good replacement.

Dr. Ram Charan takes dead aim at lousy hiring of leaders by sharing many examples where CEOs and other leaders made a great impression during interviews, but didn't have a clue about how to run the company better. You'll probably find yourself scratching your head, for example, about why a former CFO, CEO Rick Wagoner of General Motors, chose to gamble the company's limited financial resources on a foolish charge to gain market share that left the company virtually crippled. CEOs make those kinds of mistakes every day.

What solution does the blunt Dr. Charan propose: It's simple; find people who already know how to do what needs to be done as leaders. He explores this subject at all levels of a large company, which makes the book all the more relevant and interesting.

If boards don't know what CEOs need to know, what are those factors? I've paraphrased Know-How's key points below:

1. Pick a useful direction where the organization can succeed and help your executives to understand why that's the way to go.

2. Stay ahead of the curve on emerging changes in your business and environment by paying attention to new shifts.

3. Turn your individual stars into effective team players so that you can pull together in the right direction.

4. Develop leaders who will have these same skills.

5. Create effectiveness while encouraging candor about where you might be wrong.
Lesen Sie weiter... ›
Kommentar War diese Rezension für Sie hilfreich? Ja Nein Feedback senden...
Vielen Dank für Ihr Feedback. Wenn diese Rezension unangemessen ist, informieren Sie uns bitte darüber.
Wir konnten Ihre Stimmabgabe leider nicht speichern. Bitte erneut versuchen

Die hilfreichsten Kundenrezensionen auf Amazon.com (beta)

Amazon.com: 49 Rezensionen
128 von 136 Kunden fanden die folgende Rezension hilfreich
The Substance of Leadership 2. Januar 2007
Von Craig L. Howe - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
In an era of constant change, there is a crying need for leadership. Although change is a constant, today's magnitude, speed and depth, is unlike previous renditions. Multibillion dollar businesses emerge from nowhere. Highly-valued institutions and organizations are rendered impotent over-night.

Yet, many cling to choosing future leaders on the basis of superficial personal traits and characteristics. How many times have you heard an anointed future leader described as "intelligent," "a commanding presence," "a great communicator," "having a bold vision," or "a born leader?"

Ram Charan, a consultant with a Harvard Business School MBA and doctorate, has identified, eight skills - he calls them "know-hows" - essential for leadership success:

1. Positioning and Repositioning. The ability to find an idea for the organization that meets customers' demands and makes money.

2. Pinpointing External Change. The ability to identify patterns that place the organization on the offensive.

3. Leading the Social System. The ability to get the right people with the right behaviors and the right information to make better decisions and business results.

4. Judging People. The ability to calibrate people based on their actions, decisions and behaviors and matches them to the job's non-negotiables.

5. Molding a Team. The ability to coordinate competent, high-ego leaders.

6. Setting Goals. The ability to balance goals that give equal weighting to what the business can become and what it can achieve.

7. Setting Priorities. The ability to define a path and direct resources, actions, and energy to accomplish goals.

8. Dealing with Forces beyond the Market. The ability to deal with pressures you cannot control but affect your business.

Citing case studies from his consulting practice, Charan identifies personal traits of leaders that help or interfere with the know-hows.

1. Ambition. The drive to accomplish something but not win at all costs.

2. Tenacity. The drive to search, persist and follow through, but not too long.

3. Self-confidence. The drive to overcome the fear of failure and response, or the need to be liked and use power judiciously but not become arrogant and narcissistic.

4. Psychological Openness. The ability to be receptive to new and different ideas but not shut other people down.

5. Realism. The ability to see what can be accomplished and not gloss over problems or assume the worst.

6. Appetite for Learning. The ability to grown and improve know-hows and not repeat the same mistakes.

Charan reduces the concept of business leadership to essential qualities. Know-How is readable and insightful. By linking personal attributes and business success, he delivers a vital message to a society starving for true leadership.
79 von 82 Kunden fanden die folgende Rezension hilfreich
Know-How - The Critical Linkage to Success 4. Januar 2007
Von Thomas M. Loarie - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
Why does a gifted person tagged for a leadership role fail when he/she gets there? And how does a leader with little or no education succeed? Best selling author and acclaimed management philosopher, Ram Charan, provides an answer to this paradox in his latest offering, "Know How" by focusing on the critical linkage - know-how - that separates leaders who perform from those who do not.

In the book, Charan details eight critical know-hows observed in the most successful leaders, discusses real life examples of success and failure, and provides a checklist, "Questions to Ask Yourself" for the reader. Charan, relying on his 45 years of observational research, constructs a more complete theory integrating know-how with personality traits, psychological orientation and cognitive architecture. He shows how these know-hows and individual personal traits are interlinked and reinforce each other.

Every leader Charan has known has mastered the nuts and bolts of one or more know-hows early in life and has used these skills over and over again to learn all of the critical know-hows. ...And this is how real leaders are really made.

The eight critical Know-Hows include:

1. Will the Dogs Eat the Dog Food? Positioning and Repositioning the Business to Make Money. Shaping and reshaping the value proposition to meet the needs of an ever changing external landscape. The quality of the leader depends on the ability to sort out so many elements of the complexity of the business and connecting them with the money making formula.

2. Before the Point Tips: Connecting the Dots by Pinpointing and Taking Action on Patterns of External Change. The need to look at the big picture and then work through the messy details. We are in uncharted waters. Relatively linear, continuous, and predictable are not the norm. Do you have the broad lens? Section on how to detect points before they tip.

3. Herding Cats: Getting People to Work Together by Managing the Social System of Your Business. Getting people to align their efforts is a lot like herding cats. Understanding the social system of a business is the best way to get a handle on the otherwise mysterious subject of managing and changing how people work together to meet ever-changing business requirements. Have to establish and enforce what behaviors are acceptable and which are not.

4. Leaders Are Made, Not Born: Judging, Selecting, and Developing Leaders. Discovering and developing a person's natural talent.

5. Unity Without Uniformity: Molding a Team of Leaders. Making a team more than the sum of its parts.

6. The Buck Starts With You: Determining and Setting the Right Goals.

7. It's Monday Morning, Now What"Setting Laser-Sharp Dominant Priorities.

8. Driving on Brokeback Mountain: Dealing with Forces Outside Your Control. Knowing how to anticipate and prepare for issues outside constituencies raise and judging the risks they pose to the business model.

Charan closes "Know-How" with a letter to a future leader, Michael, in which he advises that "given the transparency of today's world, any shortcoming in his know-hows, personality traits, or character will be revealed very quickly." He encourages Michael to be self-reflective; speed his progress through learning by experience, through others; be open to new ideas, people, situations, and problems; embrace fear and disappointment: and to focus on the know-hows of business.

While written for business, "Know How" will serve as an excellent guide for all who aspire to be successful leaders whether in the private, public, or non-profit sectors. It joins Dotlich's "Head, Heart, and Guts" (Wiley, 2006) as a perfect bookend to all that has been written on what makes a successful leader. These two books are unique, covering critical leadership attributes previously un-addressed.
54 von 58 Kunden fanden die folgende Rezension hilfreich
Good 1st leadership book, otherwise pretty worthless 29. Juni 2007
Von James Dennewill - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
I'm thoroughly disappointed with this book. It's like the elementary school guide for recognizing someone who does things well. It might as well say, if your company makes a lot of profits, it's a good business. There is not a single revolutionary concept or idea in the book's 262 oddly sized pages. Go figure, aligning your business with the market, putting together a good team, setting goals, and anticipating and responding to forces beyond the market are strong traits in a leader. I wish I could include a more in-depth analysis, but there's nothing significant here to analyze. He doesn't go out on any limbs that can be criticized.

That said, I think this book might be of some value as someone's 1st book on leadership because it does a good job of presenting the foundations of a leader (that many other authors have already written volumes about) in a condensed form.
18 von 19 Kunden fanden die folgende Rezension hilfreich
Advice to Boards and CEOs: Favor Those with Doing Skills over Those with Leadership Charisma 24. Februar 2007
Von Donald Mitchell - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
I'm often amused to read descriptions of the responsibilities of corporate boards: "To represent shareholder interests" and "replace the CEO" are two of my favorites. Most boards do everything possible to learn as little as they can about what shareholders favor. Boards are more likely to keep a CEO on too long than they are to find a good replacement.

Dr. Ram Charan takes dead aim at lousy hiring of leaders by sharing many examples where CEOs and other leaders made a great impression during interviews, but didn't have a clue about how to run the company better. You'll probably find yourself scratching your head, for example, about why a former CFO, CEO Rick Wagoner of General Motors, chose to gamble the company's limited financial resources on a foolish charge to gain market share that left the company virtually crippled. CEOs make those kinds of mistakes every day.

What solution does the blunt Dr. Charan propose: It's simple; find people who already know how to do what needs to be done as leaders. He explores this subject at all levels of a large company, which makes the book all the more relevant and interesting.

If boards don't know what CEOs need to know, what are those factors? I've paraphrased Know-How's key points below:

1. Pick a useful direction where the organization can succeed and help your executives to understand why that's the way to go.

2. Stay ahead of the curve on emerging changes in your business and environment by paying attention to new shifts.

3. Turn your individual stars into effective team players so that you can pull together in the right direction.

4. Develop leaders who will have these same skills.

5. Create effectiveness while encouraging candor about where you might be wrong.

6. Set goals that will stimulate improved performance by having people work on the right things.

7. Establish and stick with the right priorities to meet your goals.

8. Keep track of what public opinion is and be prepared to engage those views in constructive ways whether these are the views of citizens, consumers, customers, or shareholders.

The book's format is easy to follow. Each chapter begins with a longer example that helps you get a sense of what he's describing and then fleshes out the concept with sub-points and smaller examples. It's a nice combination of theory and practice.

The book strongly praises Charan clients like Bob Nardelli, former CEO of Home Depot; Jeff Immelt, CEO of GE; and Ivan Seidenberg, CEO of Verizon. The subliminal message is "Follow the GE way." That's a point worth considering because Mr. Nardelli didn't keep his job long after this book was written. Why? He did a poor job of improving stock price, despite Dr. Charan's assurance that Mr. Nardelli had made peace with shareholders. Also, a lot of the public criticisms of Mr. Nardelli's early days at Home Depot (such as getting rid of his most knowledgeable aisle people) don't make it into the book. Be cautious about how seriously you take the positive examples. To some extent, they are there to cover clients and Dr. Charan in glory.

The negative examples are much more interesting and informative. Look closely at those.

Think of this book as raising the bar once again for all of the things that a CEO leader must do. Even Superman only had to be faster than a speeding bullet, more powerful than a locomotive, and be able to leap tall buildings in a single bound. Other researchers like James Collins in Built to Last and Good to Great, are skeptical of the view that the CEO has to be the most competent person in the company in all kinds of areas. The contrary view is that the CEO's job is to make the company competent with a management system that builds valuable insights and actions from all directions, but especially from the bottom up. Mr. Charan, however, is of the top-down school . . . and only encourages hearing from others to you can decide to promote them or not and to coach them on how to improve (but if the CEO is really wrong, once in a while you can tell the leader).

The skills described are primarily those developed and employed by corporate planners, human resources executives, and communications consultants. That's food for thought, because those disciplines are not held in high regard in most companies today.

My own view is that successful companies need only be adept at continual business model innovation, a task that isn't included what leaders need to be doing. The omission isn't surprising: CEOs have limited roles in defining and creating new business models. CEO ideas of what to do in business model innovation are frequently wrong except when the CEO was a founder of the company and has been through that process many times. Not surprisingly, the top business model innovating CEOs appear nowhere in the book.

How relevant is the book for a smaller company's leader? Less so, I think. The list will be a good reminder of tasks to work on, but you probably won't get the amount of detail you need to learn what to do. This book will, therefore, be of most value to those who already know how to do these tasks . . . but just need to be reminded to focus on them.

But as a statement of where the GE CEO concept has evolved, this book is well done.
10 von 10 Kunden fanden die folgende Rezension hilfreich
A wonderful book for anyone that expects to, or will, have P&L responsibility in a business. 12. Februar 2007
Von Jeff Lippincott - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
What a joy to read. I really loved this book. I don't read books on leadership all that often because they usually are full of fluff or mumbo-jumbo trying to smooth-talk their readers. I just read and reviewed one of those books yesterday. Know-How is well-written and easy to follow. It takes a reasonable subject and breaks it down into 8 points before eloquently discussing each.

The 8 skills a manager/leader with P&L responsibility must have to be successful are:

1. Dealing with Forces beyond the Market.

2. Pinpointing External Change.

3. Positioning and Repositioning.

4. Setting Goals.

5. Setting Priorities.

6. Leading the Social System.

7. Judging People.

8. Molding a Team.

My favorite chapter was the one on "positioning and repositioning." For me it was the most important concept in the book. As recently as 1995 the topic would not have been particularly relevant. But since 1995 the business world has been changing by leaps and bounds. People with P&L responsibility must by necessity be adept at positioning and repositioning their company in order to be profitable. So many companies today are failing because their leaders are not good at doing this.

The rest of the book was an important side-show to the positioning and repositioning topic. Clearly one has to deal with forces beyond the market and pinpoint external change BEFORE a need for positioning and repositioning can be pinpointed. And to position and reposition requires that goals be set and priorities made. And an organization is nothing without its people being well managed, i.e., topics 6-8 cited above.

I enjoyed the recaps at the end of each chapter. I highly recommend this book for anyone who has a need for doing strategic planning for their organization. 5 stars!
Waren diese Rezensionen hilfreich? Wir wollen von Ihnen hören.