Jim Nevada, executive consultant, coach and entrepreneur, setting fire to a targeted management purpose of ignition, believes that a key element of many leaders is not enough, and successful leaders to distinguish from the rest – a sense of purpose. In his book, he reveals how leaders can be focused on your goal and your organization, as well as find the right people who can achieve this goal.
Much more than just another book of business and personal development, "the ignition of purposeful leadership," littered with studies about leadership, successful business and philosophy of the world's leading companies and their executives. Extensive notes and pointers show that Nevada was engaged in his studies, and the tone and content of the book reflect that he not only did it well, but made it digestible, providing entertaining and informative reading for anyone who wants to be the best. conductor.
Many successful companies are involved in the target ignition control, including Google, Amazon, and Southwest Airlines. Nevada shows that from the beginning the founders of Google always runs his business with a goal in mind. Others, such as Southwest Airlines, realize that the people should be the foundation of their business. Nevada states: "The future of the company lies in the creative mind and hands of its people." Thus, creativity – is a core skill and goals for the business that wants to succeed in the fact that Nevada calls "the era of human capital."
One moment Nevada emphasizes that I am particularly grateful to this the need to focus on abundance rather than scarcity mentality. So many times we hear people talk about how hard it is to find good help, but the truth is that there are many skilled and capable people, and often the problem is that companies do not use the full potential of their employees. Nevada offers: "If our goal – to get the maximum level of energy and creativity of our people, we must abandon our restrictive beliefs and realize the unlimited potential in each From there, we can be more effective in changing from a deficit to a wealth mentality.". Nevada encourages hiring people, even when we are not sure what role they can play, if they are a good fit for the company and creative. Such targeted recruitment will lead to employees who are committed to the goals of the company and will take pleasure in their work. It is a way to move away from short-term thinking, which focuses on the initial results, but instead act on a long-term approach based on people first. At the same time, do not hire the wrong people. Nevada recommends that you "do not take the time and incur expenses to ensure that your new employees to fit properly, even depriving the business of highly artists just because they are not aligned."
And once you have these people in place, treat them very well. I give couvade Nevada for his comments about how some companies do not relate well to staff and even customers. For example, Wal-Mart, which in the past was apladiravany for being well handled by employees, gets a black mark for that Black Friday sales were that led to infinity and even death and injury. He notes that some companies are closing their doors on Black Friday, as well as provide customers with higher prices all year round. The very debate was worth the cost of this book, and I hope that the options that describes Nevada, will be part of the future of retail.
All of these examples reflect purposeful thinking, as it describes Nevada, but they can also be described as thinking, future-oriented. Nevada notes how successful managers and companies not only solve existing problems but also solve problems that do not yet exist, because they can provide for them, and then come up with creative solutions for them. One of my favorite quotes in the book illustrates this point. Henry Ford once said: "If I had asked people what they want, they would probably say the horses." Nevada stands for targeted and purposeful future thinking, which anticipates that people will want before you do know about it.
Finally – and of this book, I can say a lot, but it is better for you to read the rest on their own – I loved when Nevada discussed how managers and companies operating as intended, not to be afraid to revise your goals and yourself. For example, I think that if he were alive today, Henry Ford proud could be found that the company that he founded a century ago, has recently unveiled that it no longer considers himself a car company. Rather, it is a company focused on "improving mobility solutions around the world." Nevada says, "this is a big step change for one of the largest manufacturers in the world. It requires that Ford has not only invented, as it presents itself in the foreign market, but also how it works in the domestic market."
The time has come to new enterprises were in the footsteps of Ford, Southwest Airlines, Google and other leading companies that have clearly defined goals and recognize your employees. As an example, we often hear how Millennials do not have the work ethic of previous generations, but Nevada argues that evidence suggests that almost 90 percent of Millennials want to increase the opportunities for professional development and greater responsibility, but only a third felt their organization's total least use their skills and experience. What's wrong with this picture. Fortunately, the tools and information provided to the trust management, can help change that.
This book can be put on the shelf next to other modern business classics such as Jim Collins' Good to Great. " But before you put it on the shelf, read it! And then you're likely to repeatedly remove it from the shelf. It is purposeful.