Friday, August 11, 2006

Principle-Centered Leadership - "give a man a fish and you feed him for a day; teach him how to fish and you feed him for a lifetime."

In this guidebook to personal fulfillment and professional success through "principle-centered leadership," the author of the best-selling The 7 Habits of Highly Effective People invites readers to center their lives and leadership around timeless principles. He shows how no person or organization can be content to stay where they are -- how the goals of excellence and total quality express an innnate human need for progress in personal, interpersonal, and organizational life. Truly effective people lead their lives and manage their relationships according to principles -- natural laws and governing values that are universally valid. Leadership is the ability to apply these principles to problems, resulting in quality, productivity, profitability, and win-win relationships.

Drawing on 25 years of teaching and consulting, Stephen Covey writes about the key to managing expectations, the six conditions of effectiveness, and the patterns of organizational excellence. He explains how nothing fails like success, how to understand people's potential rather than just their behavior, and how to "manage from the left, lead from the right." With integrity, sensitivity, and insights that made The 7 Habits of Highly Effective People a nationwide best-seller, Principle-Centered Leadership demonstrates how lifelong learning can empower relationships at work and at home.

Principle-Centered Leadership will help you resolve these dilemmas and many others:

How do we achieve and maintain a wise and renewing balance between work and family and between professional and personal areas of life, in the middle of constant pressures and crises?

How do we unleash the creativity, talent, and energy of the vast majority of the work force, whose jobs neither reguire nor reward such resources?

How do we create team spirit and harmony among people and departments that have been attacking and criticizing each other for years, while contending for scarce resources, playing political games, and working from hidden agendas?

How can we realize that the choice between hardball ("tough" management that tries to force a better bottom line) and softball ("kind" management that hopes for a better bottom line) is transcended by a third alternative that is both tougher and kinder?

How can we have a culture characterized by change, flexibility, and continuous improvement and still maintain a sense of stability and security?

How do we get people and culture aligned with strategy, so that everyone in an organization is as committed to the strategy as those who formulated it?

How can all people at all levels of an organization internalize the principles of total quality and continuous improvement when they are so cynical, fatigued, and disillusioned with all the past "programs of the month"?

How can we create a complementary team based on mutual respect when so few value diversity and pluralism?

How do we turn a mission statement into a constitution -- the supreme guiding force of an entire organization -- instead of nebulous, meaningless, and cynicism-inducing platitudes?

How do we maintain control, yet give people the freedom and autonomy they need to be effective and fulfilled in thier work?

My Sincerest Thanks to Everyone as Together WE CAN Help others to Achieve the Impossible...

Stephen Rene - Family Law Reform - HealthCare Reform - E-commerce Reform
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