Download Free Its Personal Not Personnel Book in PDF and EPUB Free Download. You can read online Its Personal Not Personnel and write the review.

There has never been a more important time -- in corporate America and in the American military -- for leaders, at all levels, to understand how to invest in people. This book teaches you to do just that. Written by a 27-year Army Colonel, veteran and leader of more than 5,000 troops in the 1st Brigade of the 101st Airborne Division, It's Personal, Not Personnel: Leadership Lessons for the Battlefield and the Boardroom offers true stories and practical frameworks you can apply to the people in your organization and on your team. Whether from lack of will, experience or training, many leaders pay lip service to investing in people. Instead, they manage them on spreadsheets and in HR-focused software applications without personal consideration, failing to truly know them, care for them or establish healthy, fulfilling environments in which they can work and serve. Leaders focus on task completion, blind to the true effect it has on a person and his or her family. Those appointed to guide and delegate -- in business and in the armed forces -- often miss the opportunity to create a people-centric environment where productivity and efficiency will improve. It's less about making mechanics, IT managers or soldiers better at their trade, and it's more about making people better people. Explore the intricacies of personal connection in the workplace by following Rob Campbell through his own experiences leading large teams in high-stakes work, and then learn to apply those insights to your own work as a leader. It's all too easy for leaders to misplace their primary focus on customers and investors, and even on their own over-committed schedules, when the most important thing they could be doing is investing in their people. By understanding that leadership is personal, you will begin to understand that all workplace challenges -- productivity issues, efficiency issues, turnover problems, lack of employee engagement -- all come down to whether employees are being acknowledged, valued and understood. Through his own applications of people-first processes, Rob Campbell will instruct you in how to reinforce your team, identify weaknesses to be strengthened and expand your definition of conscious leadership. If you are a leader in any capacity, whether in the boardroom or on the battlefield, this book will teach you to embrace the soul of powerful leadership: guiding and empowering people to enable every teammate to play to their greatest strengths and aptitudes. It's time to understand what makes your people tick, and to lead them in new and better ways.
Your most valuable asset is the people in your life. Does this sound familiar? You are so busy you don't have time for your friends. You get sick and no one shows up to help or express concern. You want someone in your life who really cares and knows who you are. You experience quick encounters as exciting, but at the end of the day you are still lonely. From your family to members of your congregation, to the people who deliver your mail or serve your coffee each morning, every person you know, every person you see is a part of your Personal Village. With this insightful, funny and approachable book as your guide, you can master the skills of getting closer with the people around you, of having people in your life by choice, not by chance. Too much is written about how to make money too little is written about how to strengthen our personal communities, according to respected relationship therapist, Marv Thomas. To combat the many dehumanizing effects of 21st century life,
The legendary New York Times bestselling tale of top-down change for anyone trying to navigate today's uncertain business seas. When Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often. Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.
In The Type B Manager, Victor Lipman offers a unique lens through which to view the challenging problems of management. While management has long been considered the realm of Type A individuals—hard-driving, competitive high achievers—all too often these high-intensity traits aren’t effective when it comes to motivating your employees. Many characteristics of Type B individuals—being more relaxed, less competitive, more reflective, slower to anger—can be considered “people skills” that better influence motivation and productivity. And successful management after all is the practice of accomplishing work through other people. In a business landscape where 70 percent of employees are disengaged and not working at full productive capacity, Lipman focuses on practical tactical aspects of management viewed through a Type B lens, including: · Motivating and developing employees · Handling conflict, and · Engendering trust and respect He examines specific skills, behaviors, and situations where a Type B mindset is advantageous and suggests ways that self-described Type A managers can boost their effectiveness by adopting Type B approaches—and vice versa.
An updated edition of the blockbuster bestselling leadership book that took America and the world by storm, two U.S. Navy SEAL officers who led the most highly decorated special operations unit of the Iraq War demonstrate how to apply powerful leadership principles from the battlefield to business and life. Sent to the most violent battlefield in Iraq, Jocko Willink and Leif Babin’s SEAL task unit faced a seemingly impossible mission: help U.S. forces secure Ramadi, a city deemed “all but lost.” In gripping firsthand accounts of heroism, tragic loss, and hard-won victories in SEAL Team Three’s Task Unit Bruiser, they learned that leadership—at every level—is the most important factor in whether a team succeeds or fails. Willink and Babin returned home from deployment and instituted SEAL leadership training that helped forge the next generation of SEAL leaders. After departing the SEAL Teams, they launched Echelon Front, a company that teaches these same leadership principles to businesses and organizations. From promising startups to Fortune 500 companies, Babin and Willink have helped scores of clients across a broad range of industries build their own high-performance teams and dominate their battlefields. Now, detailing the mind-set and principles that enable SEAL units to accomplish the most difficult missions in combat, Extreme Ownership shows how to apply them to any team, family or organization. Each chapter focuses on a specific topic such as Cover and Move, Decentralized Command, and Leading Up the Chain, explaining what they are, why they are important, and how to implement them in any leadership environment. A compelling narrative with powerful instruction and direct application, Extreme Ownership revolutionizes business management and challenges leaders everywhere to fulfill their ultimate purpose: lead and win.
Explains why self-deception is at the heart of many leadership problems, identifying destructive patterns that undermine the successes of potentially excellent professionals while revealing how to improve teamwork, communication, and motivation. Reprint.
The Instant New York Times Bestseller! A Good Morning America* Book Club Pick! Named a Best Book of the Year by NPR! Named a Notable Book of the Year by the Washington Post! “Historical fiction at its best!”* A remarkable novel about J. P. Morgan’s personal librarian, Belle da Costa Greene, the Black American woman who was forced to hide her true identity and pass as white in order to leave a lasting legacy that enriched our nation, from New York Times bestselling authors Marie Benedict and Victoria Christopher Murray. In her twenties, Belle da Costa Greene is hired by J. P. Morgan to curate a collection of rare manuscripts, books, and artwork for his newly built Pierpont Morgan Library. Belle becomes a fixture in New York City society and one of the most powerful people in the art and book world, known for her impeccable taste and shrewd negotiating for critical works as she helps create a world-class collection. But Belle has a secret, one she must protect at all costs. She was born not Belle da Costa Greene but Belle Marion Greener. She is the daughter of Richard Greener, the first Black graduate of Harvard and a well-known advocate for equality. Belle’s complexion isn’t dark because of her alleged Portuguese heritage that lets her pass as white—her complexion is dark because she is African American. The Personal Librarian tells the story of an extraordinary woman, famous for her intellect, style, and wit, and shares the lengths she must go to—for the protection of her family and her legacy—to preserve her carefully crafted white identity in the racist world in which she lives.
Poll after poll has confirmed that an astonishing number of workers are disengaged from their work. Why is this happening? And how can we fix the problem? In this bold, enlightening book, social psychologist and professor Daniel M. Cable takes leaders into the minds of workers and reveals the surprising secret to restoring their zest for work. Disengagement isn't a motivational problem, it's a biological one. Humans aren't built for routine and repetition. We're designed to crave exploration, experimentation, and learning--in fact, there's a part of our brains, which scientists have coined "the seeking system," that rewards us for taking part in these activities. But the way organizations are run prevents many of us from following our innate impulses. As a result, we shut down. Things need to change. More than ever before, employee creativity and engagement are needed to win. Fortunately, it won't take an extensive overhaul of your organizational culture to get started. With small nudges, you can personally help people reach their fullest potential. Alive at Work reveals: How to encourage people to bring their best selves to work and use their greatest strengths to help your organization flourish How to build creative environments that motivate people to share ideas, work smarter, and embrace change How to enhance people's connection to their work and your customers How to create personalized experiences that help people feel a deeper sense of purpose Filled with fascinating stories from the author's extensive research, Alive at Work is the inspirational guide that you need to tap into the passion, creativity, and purpose fizzing beneath the surface of every person who falls under your leadership.
The definitive playbook for driving impact as a middle manager Leading from the Middle: A Playbook for Managers to Influence Up, Down, and Across the Organization delivers an insightful and practical guide for the backbone of an organization: those who have a boss and are a boss and must lead from the messy middle. Accomplished author and former P&G executive Scott Mautz walks readers through the unique challenges facing these managers, and the mindset and skillset necessary for managing up and down and influencing what happens across the organization. You’ll learn the winning mindset of the best middle managers, how to develop the most important skills necessary for managing from the middle, how to create your personal Middle Action Plan (MAP), and effectively influence: Up the chain of command, to your boss and those above them Down, to your direct reports and teams who report to you Laterally, to peers and teams you have no formal authority over Anyone in an organization who reports to someone and has someone reporting to them must lead from the middle. They are the most important group in an organization and have a unique opportunity to drive impact. Leading from the Middle explains how.
The measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.