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By Michael Feiner
Administration professional Michael Feiner's candid management advisor cuts via rhetoric and idea and provides managers and managers a 'hands-on' method of facing difficulties in enterprise. because the former leader humans officer at PepsiCo, and now a administration professor on the Columbia college college of industrial, Feiner stocks his ideas from his years of dealing with unforeseen crises,meditating among warring company factions, and taking good care of the entire 'people difficulties' that pop up on a regimen foundation in businesses around the globe. Feiner's process is predicated on logic and practicality, and his booklet is filled with examples that managers far and wide will determine with and relate to. alongside the way in which, Feiner doles out his 'laws' of ways these in supervisory roles can get to the bottom of those vexing events. Instructive and exciting, THEFEINERPOINTSOFLEADERSHIP might be obligatory examining for somebody in a managerial place
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Extra info for The Feiner Points of Leadership: The 50 Basic Laws That Will Make People Want to Perform Better for You
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A leader's telling a subordinate that he or she is unhappy with a subordinate's performance is just the start. The leader must continue by giving the camera-lens feedback that led to the assessment. In my case, I went back to my boss several days later, when he had gotten over being embarrassed by his new subordinate, and asked for the specifics. He told me, "You seemed very nervous and that doesn't inspire confidence. " Now that's camera-lens feedback. It told me what he and others observed. It gave me a kind of videotape of my own performance.
The mission—Warren Bennis calls it a "Mission from God," which captures the sense here exactly—is not make-believe. It's not invented. Rather, it's discovered within the organization, or handed down from some higher force outside the organization. It's not a Big Hairy Audacious Goal (BHAG),2 which seeks to motivate by the size of the goal; rather, the Mission from God motivates by connecting the work that fills our days with a purpose bigger than all of us. After I joined Pepsi, it was only a matter of months before I began to feel that beating Coke was our manifest destiny.
You won't be surprised to hear that a few months later Jim unintentionally launched another fire drill, with the organization's right hand not knowing that the left was fighting the same blaze. This was something that happened chronically under Jim's leadership. Because Jim, just like Pete, was for the most part a onetrick pony. While he exemplified many of the leadership skills we'll be discussing in this book, his management skills were missing in action. Details, action plans, due dates, follow-up, performance measurement, and the like—these were not part of Jim's vocabulary.