Описание книги
About the product Common goals, team unity and loyalty to the ideals of the company make up the corporate culture, without which it is impossible to create a truly successful company. This fascinating and innovative book lays out the universal principles for building strong and productive relationships that will lead to increased profits. The authors argue that millennia of evolution have not changed the social essence of people. And the current communities, including corporate ones, in fact, remain tribes headed by a leader-leader. It is he who determines the path of the followers who follow him and can lead them to success — or deafening defeat. When creating and developing his corporate «tribe», the leader must inevitably change himself. By becoming the leader of the community, the leader takes on a responsibility that must be justified. Logan, King, and Fisher-Wright show what makes a leader great, what actions define his legacy. The materials of the book are collected as a result of practical research. The authors analyzed the behavior and professional success of 24 companies with a total of 24,000 employees. Specific data, actual results, figures and graphs provide a visual representation of the results of various management strategies. Together with those, real people appear before the readers, whose ideas and discoveries served as the basis for research. The combination of accurate information and dynamic storytelling makes the book both fun and rewarding. Comparing successful and failed companies revealed specific differences between business communities with a mediocre and developed corporate culture. The authors identified several stages of development from self-centered pursuit of one’s own material interests to cohesion and the values of teamwork. Logan, King and Fisher-Wright found out what prevents people from being imbued with common interests and looking beyond their immediate interests, and how a real leader can turn the eyes of his employees in one direction — the development and prosperity of the business. From the book, the reader will learn: • Why are successful leaders unable to adapt to a new team? • How do mediocre leaders deceive everyone by posing as great? • How often a strategy that seemed brilliant on paper turns out to be a failure in practice? The answer to these and other questions lies in the relationship between the leader and the «tribe.» A great leader can build a great company, and a bad leader can destroy the most successful endeavor. Who is this book for? The materials of the book will be of interest to teachers and students of business schools, universities, senior executives, business owners, marketers and anyone who wants to become an effective leader. Authors Dave Logan is a Senior Partner and Cofounder of CultureSync. Leads work with partners from the healthcare, commercial real estate, IT and government sectors. Since 1996, he teaches at the Marshall School of Business at the University of Southern California. For three years he was Deputy Dean and Executive Director of Executive Education Programs. He teaches courses in negotiation, management consulting, management principles and leadership. Master in Health Organization. PhD in Organizational Communication. Author of successful leadership training initiatives, joined by dozens of organizations from a variety of industries — hi-tech, financial services, aerospace. John King is a co-founder and senior partner of CultureSync. He is often invited as a speaker, business coach, coach and program leader to seminars in the United States. Supervises work with key clients in the industries of promising technologies, government, real estate. The head of the coaching department of his company, manages research projects. King’s students and clients are in demand as TV speakers and featured in top business magazines. Haley Fisher-Wright is a former partner at CultureSync. She began her healthcare career as a physician at the Center for Pediatrics and Adolescent Medicine. She gained knowledge in the field of business and management, which allowed her to open her own business and get a job as a manager in the largest companies. Since 2005, she has been managing projects related to financial services, education, high technologies. She was a member of the executive board at polyclinics and reached the position of president of the largest medical community. In 2010 she returned to work as a pediatrician. …
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