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141015s2015 nju o 001 0 eng |
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|a 2014040760
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| 019 |
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|a 961653188
|a 962682104
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|a 9781118999448
|q (epub)
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|a 7FB1A7C6-C94E-493A-86E9-EE57AB7CABE4
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|n http://www.overdrive.com
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|a HCDD
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1 |
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|a Kraemer, Harry M. Jansen,
|d 1955-
|1 https://id.oclc.org/worldcat/entity/E39PCjvmGdD4Df9gbw7WRy6GBP
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| 245 |
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|a Becoming your best :
|b bring values-based leadership to all that you do /
|c Harry M. Jansen Kraemer Jr.
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| 264 |
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|a Hoboken, New Jersey :
|b John Wiley & Sons, Inc.,
|c [2015]
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| 300 |
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|a 1 online resource
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| 336 |
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|a text
|b txt
|2 rdacontent
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| 337 |
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|a computer
|b c
|2 rdamedia
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| 338 |
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|a online resource
|b cr
|2 rdacarrier
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| 500 |
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|a Includes index.
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|a Print version record and CIP data provided by publisher.
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|a Becoming the Best: Build a World-Class Organization through Values-Based Leadership; Contents; Introduction: From Four Principles to Five Bests; Section One: Best Self; Chapter 1: The Self-Reflective, Balanced Leader; The Importance of Self-Reflection; Self-Reflection and the Business Orientation of Leadership; Eliminating Worry, Fear, Anxiety, Pressure, and Stress; Centering Your Best Self; Best Self in the Real World; Leading Up; Pause for Reflection; Balance and Perspective; A Balanced Individual; Self-Reflection and Balance-Complementary Tools in the Leadership Toolbox.
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|a Your Best Self, Every Day Chapter 2: The Humble, Self-Confident Leader; True Self-Confidence: What I Know and What I Don't Know; True and False Self-Confidence; The Two-Question Test; Admitting When You're Wrong; True Self-Confidence and Leadership; Genuine Humility; The Genuinely Humble Leader; How Did You Get to Where You Are?; Can You Really Be Truly Self-Confident and Genuinely Humble in the Real World?; Section Two: Best Team; Chapter 3: Turning Around a Team; From Best to Broken: What Can Go Wrong; Turning Around an Icon: Campbell Soup and Doug Conant; Form, Storm, Norm, and Perform.
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|a Walking the Talk-Literally Winning on Four Dimensions; Inside the Campbell Turnaround; Winning in the Workplace, Marketplace, and Community; The Turnaround Leader; Chapter 4: Creating a Best Team From Scratch; The Leader's Values; From the Start: a Best Team; Team First, Ego Last; From Launch to Scale; Creating Out-Of-The-Box Thinking; The Pre-Mortem; Best Team, Start to Finish; It's All About the People; Section Three: Best Partner; Chapter 5: Suppliers As Best Partners: a Holistic Relationship; Partnerships to Respond to Competitive Pressures; Long-Term Partnerships Are Earned.
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|a Northshore University Health system: Collaboration in Action Building Partnerships on Partnerships; Success Builds on Success; Best Partners and the Pursuit of Excellence; Chapter 6: Building Best-Partner Customer Relationships; What a Customer Best Partnership Is And Isn't; Focus on the Value Chain; The Human Element; Growing the Business With Best Partnerships: Catamaran Corporation; Best Partnerships Promote Innovation; When a Best Partner Becomes an Acquisition; The Poster Child of Best-Partner Deals; Best Partners; Section Four: Best Investment.
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|a Chapter 7: Making a Best Investment in Talent Getting the Priorities Right; Setting the ``People Agenda ́ ́; Talent and Culture; Where It Falls Apart; Developing Talent; Intellectual Agility; The Team Mindset: a Best-Investment Perspective; Chapter 8: The Proof Point: Shareholder Value; Northern Trust: Building Shareholder Value By Doing the Right Thing; Becoming a Best Investment; Tying Incentives to Becoming a Best Investment; Private Equity: the Investor Point-Of-View; The Test of the Best; Section Five: Best Citizen; Chapter 9: Values in Action; A Shift in Thinking.
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|a What does it mean in practice to be a values-based leader?When faced with real situations, how can you be your best self and create best teams-while also being a best partner with customers and vendors, a best investment for your stakeholders, and a best citizen making a difference in the world? It's a tall order, but these are the expectations for world-class organizations today. In his bestselling book From Values to Action, Harry Kraemer showed how self-reflection, balance, true self-confidence, and genuine humility are the traits of today's most effective leaders. In Becoming the Best, his high.
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|a Leadership.
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| 650 |
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|a Values.
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| 650 |
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|a BUSINESS & ECONOMICS
|x Industrial Management.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Management.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Management Science.
|2 bisacsh
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| 650 |
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|a BUSINESS & ECONOMICS
|x Organizational Behavior.
|2 bisacsh
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| 650 |
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|a Leadership
|2 fast
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| 650 |
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|a Values
|2 fast
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| 776 |
0 |
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|i Print version:
|a Kraemer, Harry M. Jansen, 1955-
|t Becoming your best.
|d Hoboken, New Jersey : John Wiley & Sons, Inc., [2015]
|z 9781118999424
|w (DLC) 2014039520
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| 856 |
4 |
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|u https://ebookcentral.proquest.com/lib/holycrosscollege-ebooks/detail.action?docID=1895891
|y Click for online access
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|a EBC-AC
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|a 92
|b HCD
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