- Taschenbuch: 222 Seiten
- Verlag: Mcgraw Hill Book Co (1. Juli 2005)
- Sprache: Englisch
- ISBN-10: 0071458840
- ISBN-13: 978-0071458849
- Größe und/oder Gewicht: 15,2 x 1,5 x 22,6 cm
- Durchschnittliche Kundenbewertung: Schreiben Sie die erste Bewertung
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The Transparency Edge: How Credibility Can Make or Break You in Business (Englisch) Taschenbuch – 1. Juli 2005
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'This book ...is a timely and instructive guidebook for leaders in organizations who need to establish and maintain credibility' - James S. Beard, president of Caterpillar Financial Services Corp. and vice president of Caterpillar Inc. 'Read this book and learn how to build credibility through transparency - it is essential for sustainable business success' - Carl K. Kooyoomjian, executive vice president, technical affairs and worldwide operations, Revlon Inc. '"The Transparency Edge" not only can help you become a better leader, it can help you coach others so that they become better leaders' - Marshall Goldsmith, bestselling leadership author.Achieving leadership excellence and the rapid career advancement that comes with it requires more than intelligence, hard work, and dedication. To be the very best, you need an edge. Backed by exclusive research of thousands of executives at Fortune 500 companies, "The Transparency Edge" shows you how to practice a clear, open management style that will increase your credibility, build loyalty among your direct reports, and gain the trust of your superiors.Leadership expert Barbara Pagano reveals how this nothing-to-hide approach to leadership gives you powerful tools to: make decisions more efficiently and execute them more effectively; speed up operations; increase productivity; identify problems sooner and solve them faster; encourage others to share important information with you; and, enhance your reputation (even when you make mistakes).With the expert insights found in "The Transparency Edge", you'll be well on your way to making your entire organization more collaborative and competitive, clearing the way for long-term success and profitability.
"This book . . . is a timely and instructive guidebook for leaders in organizations who need to establish and maintain credibility." --James S. Beard, president of Caterpillar Financial Services Corp. and vice president of Caterpillar Inc.
"Read this book and learn how to build credibility through transparency--it is essential for sustainable business success." --Carl K. Kooyoomjian, executive vice president, technical affairs and worldwide operations, Revlon Inc.
"The Transparency Edge not only can help you become a better leader, it can help you coach others so that they become better leaders." --Marshall Goldsmith, bestselling leadership author
Achieving leadership excellence and the rapid career advancement that comes with it requires more than intelligence, hard work, and dedication. To be the very best, you need an edge. Backed by exclusive research of thousands of executives at Fortune 500 companies, The Transparency Edge shows you how to practice a clear, open management style that will increase your credibility, build loyalty among your direct reports, and gain the trust of your superiors.
Leadership expert Barbara Pagano reveals how this nothing-to-hide approach to leadership gives you powerful tools to
- Make decisions more efficiently and execute them more effectively
- Speed up operations
- Increase productivity
- Identify problems sooner and solve them faster
- Encourage others to share important information with you
- Enhance your reputation (even when you make mistakes)
With the expert insights found in The Transparency Edge, you'll be well on your way to making your entire organization more collaborative and competitive, clearing the way for long-term success and profitability.Alle Produktbeschreibungen
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With the huge generation of baby boomers all entering the business scene at the same time, I think a lot of us have felt tremendous pressure to conform to what seemed some pretty harsh norms. Being professional and getting ahead was all about being efficient - not taking the time to explain what was going on; being strong, which means never appearing vulnerable; being tough - which means focusing solely on the more easily quantified sales and profit implications of a decision, and shutting out the human factors.
I work in the communications/consulting business and, at every company I've worked for, senior management would get up every year at the annual meeting and say something like - "What sets us apart and gives us our competitive advantage is how we care about our people," and "The most valuable asset in this company goes home every evening." And everyone would just look at each other and roll their eyes, because nobody believed them!
If they cared so much, why didn't they tell us candidly the reasons behind some of their apparently uninformed and careless decisions? Even bad news would be better than all the confusion and speculation in the ranks when no-one knew what was going on. Why did they do all this management training, yet still knowingly tolerate bosses who brutalized their subordinates? Why did they ask for our suggestions - and even ask us to put extra time in volunteering for various corporate task forces - only to break their implied promise of change by ignoring everything we came up, and proceeding with business as usual?
As I moved up into management myself, I understood better what some of the pressures are that push the people in charge into some of these behaviors, and there were times when I found it hard to reconcile my own choices. I saw it as having to make a trade-off between what I thought was the right thing to do (i.e., my responsibility to my personal values), and doing the right thing for the company (i.e, my responsibility as a professional).
What The Transparency Edge does is show beyond a doubt that standing true to your values makes good business sense. Yes, it's harder to do sometimes, and yes, sometimes the benefits are long-term rather than immediate. But leaders have a responsibility to the long-term welfare of the company, which includes maintaining their own and their company's reputation, as well as creating the motivation for people to follow their leadership. Both of those goals are impossible to achieve without personal credibility. And personal credibility is built through conscientiously respecting the nine principles in this book.
Pagano demonstrates that, without question, the reason to behave transparently is not only because it's right, but because it's smart. What a breath of fresh air - it's about time!
This book was recommended to me by a colleague because she knew that my research explored some of the darker sides of vocational interests, and it dovetails nicely into where my research left off. Leadership skills investigated in this book all deal with how to do a harder right instead of an easier wrong. We can all learn from this book as individuals, but leaders should definitely revisit these issues. I thoroughly enjoyed this "read."
The biggest thing I didn't like is that it uses the "motherhood and apple pie" approach to convincing you of the value of most dimensions. There's sort of an implicit assumption that everything the book says sounds good, and therefore you must do it, resulting in... profit? If they'd not only pointed out studies that showed how many people were bad at certain things but were also more consistent in showing how each of their dimensions contribute to productivity of staff, profitability of the company, or some other company-specific metric, it would've been nice. I'm not saying that I necessarily disagree with them; rather that I don't like seeing people espouse behavior changes just because they "feel right."
Additionally, it's pretty clear they run a high-level executive consulting business. At times, it seemed too CEO / senior-VP focused, with the assumption that not only do you have reports, but that your reports have tiers of reports. Finally, the number of times that they mention the specific services they provided and specific role they played made it feel less like a self-help book and more like an advertisement for them.
Still, a good book and to be recommended, but I'd take it with a grain of salt at times. It triggered a little bit of cynicism more than once, though I'm sure that they'd be willing to work with me on that :-)