Kanu Frank D (30 results)

Condition: good. Book is in good condition and may include underlining highlighting and minimal wear. The book can also include "From the library of" labels. May not contain miscellaneous items toys, dvds, etc. . We offer 100% money back guarantee and 24 7 customer service.

Paperback. Condition: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condition: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condition: Fair. No Jacket. Readable copy. Pages may have considerable notes/highlighting. ~ ThriftBooks: Read More, Spend Less.

hardcover. Condition: Very Good. Most items will be dispatched the same or the next working day. A copy that has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Condition: As New. Unread book in perfect condition.

Condition: New.

Condition: New.

Condition: New.

Hardback or Cased Book. Condition: New. Stop Telling. Start Leading! The Art of Managing People by Asking Questions. Book.

Condition: As New. Unread book in perfect condition.

Condition: New.

Condition: New. In English.

PF. Condition: New.

Condition: New.

Condition: As New. Unread book in perfect condition.

Condition: New. In English.

Condition: New.

Condition: As New. Unread book in perfect condition.

Taschenbuch. Condition: Neu. Neuware - In the fifth century B.C., the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn't know. As managers read this helpful workbook, they'll find a number of questions that follow the Socratic tradition.…

Condition: New.

Paperback. Condition: New. In shrink wrap. Looks like an interesting title.

Buch. Condition: Neu. Neuware - In the fifth century B.C. the Greek philosopher Socrates perfected a method of teaching in which he would ask disarmingly simple questions that actually forced people to admit what they didn't know. As you read this book, you'll find a number of questions that follow the Socratic tradition. The reason Today's managers need more than the predefined answers we might think are correct, but which seldom fit the problem at hand. Stop Telling. Start Leading is a work book and should be used as such. It offers many open-ended questions to the manager, offering ways to determine why something has gone off-center. Because every manager is different-the result of education, cultural background, ethnicity, etc.-offering predefined 'one size fits all' answers can't do it any longer. Managers need to answer tough, pointed questions that will force them to come to terms with their goals. Once they do that, they can manage more effectively and more positively-which helps them and their team. Step 1: What Is Management Without the proper foundation, any building will be unable to stand solidly. Different existing definitions are introduced, including the classics from Maccoby, Myers Briggs and Keirsey, as well as some lesser-known ones. Step 2: Know the Sins As a manager you must be well aware of the shortfalls that can break your business: starting with the 13 most deadly sins like 'Demand and Encourage,' 'Ignore Standards,' 'Tolerate Negligence' or 'Let Everything Go Uncontrolled.' You'll learn about a manager who punished underperforming employees with a whip. Step 3: Take Responsibility Managers need to understand that taking responsibility means standing up for their employees. But employees need to take responsibility as well. Responsibility is more than just focusing on making money. Companies that understand the importance of customers and employees and treat them accordingly, easily outperform those that don't. Step 4: What Do You Pay A bonus is worth more than a thousand words. Bonuses don't have to be cash, but they do have to be meaningful and appropriate to the job being rewarded. Think how the right bonuses could make employees more motivated and loyal. Step 5: Make Your Team Work Designing teams seems to be turning into a lost art. Most teams are thrown together too quickly. Just throw in a few folks with a 'reputation' and the rest will work itself out-or will it Can the underdogs outperform the stars Shotgun teams-just like shotgun weddings, just as unhappy. Managers are proud of their accomplishments, but when things go awry do they take responsibility or blame the team Step 6: Change, Growth and Trust During a speech at a Rotary Club a formerly silent member felt comfortable enough to speak up. What made him feel confident enough Skilled managers can get the best out of their employees. Through good manners, understanding cultural differences and respecting personal space and keeping things organized (or not). Step 7: Bring the Fun to Work Having fun can't be a requirement, but it's a desired side effect. The fun has to be added to the work expertly or else the employees will see the fun as just more work. When managers can loosen up the staff, the workplace is more relaxed and productive. The more fun, the better employees work.…

Condition: New.

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

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

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

HRD. Condition: 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. Condition: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days 334.

Hardback. Condition: New. This item is printed on demand. New copy - Usually dispatched within 5-9 working days.