By Pat Williams, Jim Denney
To enhance your personal management impression, research the lives of significant leaders—you’ll locate 21 of them in Pat Williams’ latest e-book. Member of the Basketball corridor of popularity, senior vp of the Orlando Magic, and writer of ninety books, Pat Williams has committed a lot of his existence to the learn of leadership—and stocks the tales and ideas of people from George Washington to Nelson Mandela, Billy Graham to Walt Disney, and Margaret Thatcher to Steve Jobs. geared up round Pat’s “Seven aspects of Leadership”—Vision, conversation, humans abilities, personality, Competence, Boldness, Serving Heart—21 nice Leaders will offer problem, encouragement, and confirmation in your personal management trip.
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Additional info for 21 Great Leaders: Learn Their Lessons, Improve Your Influence
Insidiously and imperceptibly its ivy tentacles creep over the structure. Instead of the machine being well-oiled by commonsense and humming with energy it begins to slow down. More treacle is poured into the works. Paper proliferates. Even minor decisions are referred upwards. Systems regulate people. Systems regulate the systems. The senior managers become more remote and finally invisible. People begin to feel alienated. ‘Things are not what they used to be here,’ goes up the lament. KEY POINTS Hierarchical organization and overt distinctions of status, especially if they breed deferential attitudes, are inimical to creative or innovative work.
In one year they staged more than 160 events. We try to provide incentives and opportunities for innovators to discuss their ideas with kindred spirits and to reinforce one another. The second approach is to endeavour to make your whole organization into an innovative one. If you succeed it will be a much less hostile environment for creative thinkers. You can contain and manage creativity within it instead of having to farm it out. Though 3M does have its own research laboratories it is clear that it sees them as only spearheads of a general innovative advance across a broad front of the organization’s life.
We see mistakes as a normal part of business and an essential by-product of innovation. But we expect our mistakes to have originality. We can afford almost any mistake once. Those who choose to lead highrisk, new-product programmes know that their employment 24 The Conditions for Successful Innovation will not be threatened. This attitude of management eliminates one of the major barriers to innovation in large companies. As any business grows, it becomes necessary to delegate responsibility and to encourage people to use their initiative.