個案總覽

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 4, the authors describe ways leaders can effectively delegate responsibilities to maximize productivity and develop subordinates. They identify the obstacles leaders face as they decide to delegate responsibilities. They first instruct leaders to assess their team in order to effectively delegate and then go over what prevents leaders from delegating even when they want to/know how and what successful delegation looks like.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 5, the authors discuss business issues and ways to address them. They separate these issues into three categories: minor annoyances, issues that affect business performance but are neither illegal nor a violation of regulatory statutes, and issues that put the business at risk. They describe each case and the increasing accountability that employees have to report and discuss them as they become more serious. They outline considerations that employees must make before reporting an issue and provides ways to weigh the risks and benefits. They define three managers that ineffectively approach performance discussions: the shirker, the pleaser, and the bruiser.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 6, the authors discuss hiring practices. They provide ways to decide whether to hire externally or internally and outline the most common mistakes that managers make when hiring. They then provide a step-by-step guide to conducting a search process, hiring, and giving the new hire a good start in the company. They highlight the different qualities millennials are bringing to the workplace and instruct companies to adjust their hiring practices accordingly.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 7, the authors describe communication as essential when working with others but recognize that it is something that many cannot do well. They outline three types of people who get communication wrong: the sparse communicator, the excessive communicator, and the poor communicator. They also lay out five rules for effective communication they argue everyone should follow. These rules include reviewing and organizing the information you deliver into clear "types" of messages, using language that gets your point across, taking into account the audience of your message, choosing an appropriate delivery method, and confirming that the right people receive and understand your message. They conclude with descriptions of scenarios in which communication is not appropriate.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 8, the authors discuss insecurity, highlighting that even the most successful people have issues with their self-confidence. They write that people who struggle with insecurity have some of the same patterns of thought in common: they discount their success, measure themselves against others, and look to please others. The authors outline four types of insecure leaders, characterized by their coping mechanisms: narcissistic leaders, avoidant leaders, dependent leaders, and obsessive leaders. They then provide concrete ways for leaders to develop their self-confidence.

The DNA of Leadership: Creating Healthy Leaders and Vibrant Organizations is a 9-chapter book published by Business Expert Press in 2017 and written by professional coaches Myron Beard and Alan Weiss. It is the result of the authors' work with thousands of executives; Beard and Weiss reviewed these executives and identified what is needed for high levels of success. They provide readers with powerful and practical ways to change their behavior in order to become outstanding leaders. Each chapter has a "Coach's Corner" that outlines the lessons of the chapter and challenges executives to identify behaviors they need to change to become better leaders. The book then encourages readers to create "Personal Goal Plans" to achieve their goals. In Chapter 9, the authors discuss ways to yourself motivated in achieving your goals. They highlight the importance of setting goals and provide guidance on how to determine your goals and translate them into a plan. They then provide an example of a client's Personal Goal Plan.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 1 reviews the literature to highlight the nature of entrepreneurship, as well as the differences between market-driven and technology-driven entrepreneurship. This review facilitates the development of guidelines that can increase the success of technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 2 presents guidelines for understanding the traits and behaviors of technological entrepreneurs.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 3 considers challenges associated with the creation and management of entrepreneurial enterprises.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 4 examines the nature of opportunity recognition in regard to idea generation and development activity within the technological venture.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 5 focuses on how perceiving and understanding changes in the macroenvironment can lead to the recognition and subsequent development of technological opportunities.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 6 examines the nature of the competencies required to engage successfully in technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 7 argues that the initial launch of entrepreneurial products and services occurs because of intuition rather than logic-based strategy. It thus examines how emergent strategies can be created, developed, and evolved through market experience.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 8 examines the unique organizational processes involved in managing technological entrepreneurship.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Because success in radical innovation usually involves the acquisition of new knowledge, Chapter 9 identifies guidelines for acquiring and using such knowledge during the entrepreneurship process.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 10 identifies guidelines for how to exploit technological entrepreneurship to develop and expand opportunities in the service sector.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 11 identifies guidelines for how to exploit technological entrepreneurship to develop and expand opportunities in the health-care sector.

Maximizing the wealth of organizations involves "creative destruction," when scientific or technological breakthroughs lead to the launch of a radically new product or service despite little evidence that a market opportunity exists. The management of technology-driven entrepreneurship is different from market-driven entrepreneurship. It is thus necessary to identify guidelines that can help ensure the success of technological entrepreneurship projects in start-ups and existing businesses. This text draws upon academic theory and case materials to define ways to optimize the outcomes of technological entrepreneurship. Chapter 12 discusses how recent advances in science and technology offer new opportunities for technological entrepreneurship in diverse industries such as global warming, agriculture, health care, the internet of things, artificial intelligence, and wearable technology.

The Facilitative Leader: Managing Performance Without Controlling People is a five-chapter book written by Steve Reilly, an author, business coach, and consultant to Fortune 100 companies. It provides tools to new managers who are struggling to figure out how to lead a team without being too controlling. He stresses that providing clear expectations, honest and constructive feedback, and personal accountability, it is possible to manage people's performance without controlling their behavior. In Chapter 1, the author outlines six factors that impact a person's ability to perform in their role: selection, expectations, resources, motivation, feedback, and accountability. He argues that managers can control these factors and therefore the performance of the people they manage. He writes that managers owe employees accountability so that employees can learn and grow in their positions. He then outlines the characteristics of autocratic behaviorist leaders and facilitative leaders, which will serve as the foundation for his discussion of leadership throughout the book.

The Facilitative Leader: Managing Performance Without Controlling People is a five-chapter book written by Steve Reilly, an author, business coach, and consultant to Fortune 100 companies. It provides tools to new managers who are struggling to figure out how to lead a team without being too controlling. He stresses that providing clear expectations, honest and constructive feedback, and personal accountability, it is possible to manage people's performance without controlling their behavior. In Chapter 2, Reilly begins by arguing that most managers do a poor job of communicating expectations, even though this type of communication is essential to ensuring the success of both the manager and the people under him or her. He explains that when managers don't set expectations, employees get them from other sources. He outlines two types of expectations, standards and goals, and describes the case of Genie Industries, a company that has used an "Expectation Letter" to communicate expectations and ensure mutual accountability. He then describes how to effectively use these types of letters and further develops his understanding of standards and goals.