ISBN: 9798172692758 - the trust culture: how leaders build a culture that outlasts them: 10 (the trust series) (6 resultados)

Taschenbuch. Condición: Neu. Neuware - One successor proves the handover. Two prove the culture.Every organization has a part of itself that nobody asks. A finance function. A research group. A regional office. A school. It works, and nobody consults it. Its people are competent and quiet. Its best people leave for bigger jobs elsewhere and its worst people stay. The Trust Culture is for the leader who is handed that organization and wants to leave it better than they found it.George W. Bickerstaff, III was chief financial officer of the pharmaceutical business of Novartis Pharma AG, where he turned a finance organization nobody consulted into one the business called before it decided. He has since served on more than forty corporate and nonprofit boards, chaired the International Vaccine Institute for eight years, and been the person nobody wanted in more than one room. This is what he learned.Twenty-one tools in five parts.Arrive. Read the room before you change it. Listen before you lead. Keep a clock everyone can see. Find the people who already care.Rebuild. Replace the standard, do not add one. Design the decision. Hire people whose lessons someone else paid for. Decide whom you serve first.Leave. Leave the way you want to be remembered. Write it down so it works without you. Keep every decision at the full table. Prove it with the second successor.The Board and the Owners. The board nobody respects. The mission organization. The controlled company. The emergency.The Leader's Own Habits. When you are the one nobody loves. Daily discipline. Your network. Family first. Keep learning.Every chapter opens with a one-line rule and a drawing, gives one story from the author's own record and two cases from the public record, from Continental Airlines and IBM to Enron, Wells Fargo, Dell, and WeWork, and closes with where the tool fails. There are no composite scenes and no invented conversations.At the back, the Working Pages: a guide to the book by situation, a one-page brief for each tool, a culture audit you can score, twelve months with twelve tools, eight templates, and a letter to the second successor.Underloved is the diagnosis. Trust made systemic is the rebuild. Outlasting the builder is the proof.Book 10 of The Trust Series. Each book stands alone.…

Paperback. Condición: new. Paperback. One successor proves the handover. Two prove the culture.Every organization has a part of itself that nobody asks. A finance function. A research group. A regional office. A school. It works, and nobody consults it. Its people are competent and quiet. Its best people leave for bigger jobs elsewhere and its worst people stay. The Trust Culture is for the leader who is handed that organization and wants to leave it better than they found it.George W. Bickerstaff, III was chief financial officer of the pharmaceutical business of Novartis Pharma AG, where he turned a finance organization nobody consulted into one the business called before it decided. He has since served on more than forty corporate and nonprofit boards, chaired the International Vaccine Institute for eight years, and been the person nobody wanted in more than one room. This is what he learned.Twenty-one tools in five parts.Arrive. Read the room before you change it. Listen before you lead. Keep a clock everyone can see. Find the people who already care.Rebuild. Replace the standard, do not add one. Design the decision. Hire people whose lessons someone else paid for. Decide whom you serve first.Leave. Leave the way you want to be remembered. Write it down so it works without you. Keep every decision at the full table. Prove it with the second successor.The Board and the Owners. The board nobody respects. The mission organization. The controlled company. The emergency.The Leader's Own Habits. When you are the one nobody loves. Daily discipline. Your network. Family first. Keep learning.Every chapter opens with a one-line rule and a drawing, gives one story from the author's own record and two cases from the public record, from Continental Airlines and IBM to Enron, Wells Fargo, Dell, and WeWork, and closes with where the tool fails. There are no composite scenes and no invented conversations.At the back, the Working Pages: a guide to the book by situation, a one-page brief for each tool, a culture audit you can score, twelve months with twelve tools, eight templates, and a letter to the second successor.Underloved is the diagnosis. Trust made systemic is the rebuild. Outlasting the builder is the proof.Book 10 of The Trust Series. Each book stands alone. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability.…

PAP. Condición: New. New Book. Shipped from UK. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

Condición: New. Print on Demand.

PAP. Condición: New. New Book. Delivered from our UK warehouse in 4 to 14 business days. THIS BOOK IS PRINTED ON DEMAND. Established seller since 2000.

Paperback. Condición: new. Paperback. One successor proves the handover. Two prove the culture.Every organization has a part of itself that nobody asks. A finance function. A research group. A regional office. A school. It works, and nobody consults it. Its people are competent and quiet. Its best people leave for bigger jobs elsewhere and its worst people stay. The Trust Culture is for the leader who is handed that organization and wants to leave it better than they found it.George W. Bickerstaff, III was chief financial officer of the pharmaceutical business of Novartis Pharma AG, where he turned a finance organization nobody consulted into one the business called before it decided. He has since served on more than forty corporate and nonprofit boards, chaired the International Vaccine Institute for eight years, and been the person nobody wanted in more than one room. This is what he learned.Twenty-one tools in five parts.Arrive. Read the room before you change it. Listen before you lead. Keep a clock everyone can see. Find the people who already care.Rebuild. Replace the standard, do not add one. Design the decision. Hire people whose lessons someone else paid for. Decide whom you serve first.Leave. Leave the way you want to be remembered. Write it down so it works without you. Keep every decision at the full table. Prove it with the second successor.The Board and the Owners. The board nobody respects. The mission organization. The controlled company. The emergency.The Leader's Own Habits. When you are the one nobody loves. Daily discipline. Your network. Family first. Keep learning.Every chapter opens with a one-line rule and a drawing, gives one story from the author's own record and two cases from the public record, from Continental Airlines and IBM to Enron, Wells Fargo, Dell, and WeWork, and closes with where the tool fails. There are no composite scenes and no invented conversations.At the back, the Working Pages: a guide to the book by situation, a one-page brief for each tool, a culture audit you can score, twelve months with twelve tools, eight templates, and a letter to the second successor.Underloved is the diagnosis. Trust made systemic is the rebuild. Outlasting the builder is the proof.Book 10 of The Trust Series. Each book stands alone. This item is printed on demand. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.…