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| "The One Thing You Need to Know is actually a modest title. It contains many things you need to know. Marcus Buckingham is flat out the most original, provocative writer there is on the subjects of leadership and management. He comes to his theories the old-fashioned way: by truly getting to know the people and the workplaces he writes about. He also happens to be a wonderful writer and a joy to read." -- Tony Schwartz, coauthor of The Power of Full Engagement; president, The Energy Project "Buckingham is a superb writer and speaker who can make complex ideas crystal clear, cut through to the core insight, and reveal its crucial importance. He has been an inspiration to all of us at Lexus." -- Denny Clements, group vice president and general manager, Lexus U.S. "As I read The One Thing You Need to Know, for the first time I had the urge to compare someone -- Marcus Buckingham -- to Peter Drucker. Buckingham performs the most magical of acts: He speaks with surpassing common sense, yet reaches profoundly uncommon conclusions. This is a wise -- and radical -- book; a true gem worth savoring." -- Tom Peters "Given the tremendous complexities of today's business environment and consumer expectations, Marcus Buckingham is able to deliver a clear path of understanding to the simple truths at the heart of managing and leading. The 'one thing' I find invaluable about this book is its unique, challenging examples about how to stay laser focused on operational excellence." -- Robert L. Nardelli, chairman, president, and CEO, The Home Depot, Inc. "Marcus Buckingham has a keen sense of what it takes to excel, and he backs his insights with an impressive body of in-depth interviews and research. This is an important book for anybody who aspires to effective leadership, managing, or any kind of enduring individual achievement." -- Richard M. Kovacevich, chairman, president, and CEO, Wells Fargo and Company |
| 1: A Few Things You Should Know About the "One Thing" "Get me to the core": "If you dig into a subject deeply enough, what do you find?" A lifetime of "why"s: "What drove this book?" The tests for the "one thing": "Why are some explanations more powerful than others?" One controlling insight: "What is the One Thing you need to know about happy marriage?" Part I The One Thing You Need to Know Sustained Organizational Success 2: Managing and Leading: What's the Difference? A vital distinction: "Are they different? Are they both important? Can you do both?" A view from the middle: "What do great managers actually do and what talents do you need to do it?" A view from the top: "What do great leaders actually do and what talents do you need to do it?" 3: The One Thing You Need to Know: Great Managing The basics of good managing: "What skills will prevent you from failing as a manager?" Great managers play chess: "What is the One Thing you need to know about great managing?" A walk through a walgreens: "How does one truly great manager do it?" Great managers are romantics: "What are the benefits of individualization?" The three levers: "What are the three things you need to know about a person in order to manage him or her effectively?" The most useful questions: "How can you identify these levers?" 4: The One Thing You Need to Know: Great Leading A leader wins our loyalty: "What did Giuliani say to calm our fears?" Five fears, five needs, one focus: "What are the universals of human nature?" The points of clarity: "Where are your followers crying out for clarity?" The disciplines of leadership: "How do the best leaders achieve this clarity?" Part II: The One Thing You Need to KnowSustained Individual Success 5: The Twenty Percenters Dave, Myrtle, and Tim: "What does sustained individual success look like?" The early contenders: "What explanations seem like the One Thing, but aren't?" What is sustained success?: "It's a broad term. How do we define it?" 6: The Three Main Contenders Contender 1: "Find the right tactics and employ them." Contender 2: "Find your flaws and fix them." Contender 3: "Discover your strengths and cultivate them." 7: So, How Do You Sustain Success If...? You're bored You're unfulfilled You're frustrated You're drained Conclusion: Intentional Imbalance Acknowledgments |
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