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“Dishy, witty and a ton of fun . . . [a] document of everyday life and work in 20th century America from a perspective that is all too rarely seen” (Chicago Tribune). In her memoir, Big Bosses, Althea Altemus vividly recounts her life as a secretary for prominent—but thinly disguised—employers in Chicago, Miami, and New York during the late teens and 1920s. Alongside her, we rub elbows with movie stars, artists, and high-profile businessmen, and experience lavish estate parties that routinely defied the laws of Prohibition. Beginning with her employment as a private secretary to James Deering of International Harvester, whom she describes as “probably the world’s oldest and wealthiest bachelor playboy,” Altemus tells us much about high society during the time, taking us inside Deering’s glamorous Miami estate, Vizcaya, an Italianate mansion worthy of Gatsby himself. Later, we meet her other notable employers, including Samuel Insull, president of Chicago Edison; New York banker S. W. Straus; and real estate developer Fred F. French. Altemus was also a struggling single mother, a fact she had to keep secret from her employers, and she reveals the difficulties of being a working woman at the time through glimpses into women’s apartments, their friendships, and the dangers—sexual and otherwise—that she and others faced. Throughout, Altemus entertains with a tart and self-aware voice that combines the knowledge of an insider with the wit and clarity of someone on the fringe. “Big Bosses stands as a real contribution to our understanding of the history of working women in Jazz Age America.” —The Wall Street Journal “Remarkable . . . Altemus recounts the wildest indiscretions of her employers between 1918 and 1925.” —Booklist
"In partnership with Vizcaya Museum and Gardens."
Management guru Jill Geisler has coached countless men and women who want to build their leadership skills, help employees do their best work, and make workplaces happy and successful. In WORK HAPPY, she provides a practical, step-by-step guide, based on real-world experience, respected research, and lessons that will transform managers and their teams. It's a workshop-in-a-book, designed to produce positive, immediate and lasting results. Whether the reader is an experienced manager, a rookie boss or an aspiring leader, WORK HAPPY will supercharge their skills and celebrate the values that make anyone look forward to going to work. Jill Geisler offers concrete steps for improving each element of management including collaboration, communication, conflict resolution, motivation, coaching, and feedback, so that everyone on the team-whether in the office or working offsite-can do their best. WORK HAPPY takes management skills to the next level and proves that learning, leadership and life at work can (and should) be fun.
"Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way.”—Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule “Maybe you’re a decent boss. But are you a superboss? That’s the question you’ll be asking yourself after reading Sydney Finkelstein’s fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader.”—Daniel H. Pink, author of To Sell Is Human and Drive A fascinating exploration of the world’s most effective bosses—and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent. What do football coach Bill Walsh, restauranteur Alice Waters, television executive Lorne Michaels, technol­ogy CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses. After ten years of research and more than two hundred interviews, Finkelstein—an acclaimed professor at Dartmouth’s Tuck School of Business, speaker, and executive coach and consultant—discovered that superbosses exist in nearly every industry. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers—while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses: They Create Master-Apprentice Relationships. Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night. They Rely on the Cohort Effect. Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. At Lorne Michaels’s Saturday Night Live, writers and performers are judged by how much of their material actually gets on the air, but they can’t get anything on the air without the support of their coworkers. They Say Good-Bye on Good Terms. Nobody likes it when great employees quit, but super­bosses don’t respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with and invest in his former employees who started their own funds. By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent.
You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. As Linda Hill and Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It's trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey. At best, they just learn to get by. At worst, they become terrible bosses. This new book explains how to avoid that fate, by mastering three imperatives: · Manage yourself: Learn that management isn't about getting things done yourself. It's about accomplishing things through others. · Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company's complex political environment. · Manage a team: Forge a high-performing "we" out of all the "I"s who report to you. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.
What makes a great boss? Bosses don't become great because of their title, rank, degree of authority, office size, or benefits package. Great bosses aren't even necessarily great managers. Instead, they possess a set of core competencies that set them apart from mere managers. The skill set of great bosses entails five qualities: they do the right thing for the right reason; they never make the same mistake twice; they set their personal expectations higher than those of their bosses; they go to their bosses with action plans, not problems; and they follow up. If a boss has only one of these characteristics, he or she is probably very successful. But application of all five defines what it means to be a great boss, to be successful in good times and bad, through change and adversity, and to be recognized as such by the people you work for-as well as by the people who work for you.
Despite the incendiary title, this is a cool - headed blueprint for changing companies by challenging the idea of boss - dominated relationships. The author shows how to establish candid, equal - footing relationships that work effectively and productively....
Discover the secret to being a great boss with #GREAT BOSSES tweet: 140 Bite-Sized Proven Ideas for Being Each Employee’s Great Boss. Written by S. Chris Edmonds, CEO and founder of The Purposeful Culture Group, #GREAT BOSSES tweet provides readers with the insight they need to build effective professional relationships with employees and inspire a productive and creative work environment. Being an effective boss is more than just meeting deadlines and raising profits. A great boss entails building strong relationships with employees and laying the groundwork for a professional environment that inspires growth and creativity. Whether it’s through setting clear goals or through establishing well-defined citizenship standards, #GREAT BOSSES tweet aims to share Edmonds’ insights on the qualities of good professional leadership and proper employee engagement. After years of professional experience as a leadership expert, S. Chris Edmonds has built a tried and tested managerial philosophy around valuing people as much as profits and shareholder return. The result is more lucrative long term results in work productivity and overall job satisfaction. At a time when employees are only as good as the bosses that lead them, #GREAT BOSSES tweet aspires to raise the bar in the way bosses deal with the teams they lead. This book shares the necessary tools you need to improve relationships with team members, inspire professional growth and attract and retain new talent. Readers will be able to relate to #GREAT BOSSES tweet by reflecting on their own great bosses. By harnessing personal experiences alongside Edmonds key insights, readers will be able to better understand the practices of a great boss, particularly in the areas of growth, relationships, excellence, accountability, and teamwork. #GREAT BOSSES tweet outlines the mindset necessary to become an effective manager, an inspiring leader, and a great boss. #GREAT BOSSES tweet is part of the THiNKaha series whose slim and handy books contain 140 well-thought-out quotes (tweets/ahas).
If your employees brought their "A-Game" to work every day, what would it mean for your company's performance? Studies have repeatedly shown that the majority of employees are disengaged at work. But it doesn't have to be this way. Often, the difference between a group of indifferent employees and a fully engaged team comes down to one simple thing—a great boss. In How to Be a Great Boss, Gino Wickman and Rene' Boer present a straightforward, practical approach to help bosses at all levels of an organization get the most from their people. They share time-tested tools that have worked for more than 30,000 bosses in every industry. You can learn to be a great boss—and dramatically improve both your organization's performance and your team's excitement about their work. In this book you will discover: How to surround yourself with great people How to make more effective use of your time The difference between leadership and management and why they're equally important The five leadership practices and five management practices of all great bosses How to create accountability How to develop productive, relationships with each of your people How to deal with direct reports that don't meet your expectations How to Be a Great Boss provides practical tools that you can apply immediately with your people, allowing you to focus on improving and growing your organization and truly enjoy what you do.