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Myths and mortals : family business leadership and succession planning /
"Credibility-it's elemental to business leadership. You can't lead without it. For successors in familybusinesses, establishing credibility can be their greatestchallenge. Growing up in the shadows of their predecessors'successes makes it difficult for successors in family busine...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Inc.,
2015.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Keyt, Andrew, |d 1969- | |
| 245 | 1 | 0 | |a Myths and mortals : |b family business leadership and succession planning / |c Andrew Keyt. |
| 264 | 1 | |a Hoboken, New Jersey : |b John Wiley & Sons, Inc., |c 2015. | |
| 300 | |a 1 online resource | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 500 | |a Includes index. | ||
| 520 | |a "Credibility-it's elemental to business leadership. You can't lead without it. For successors in familybusinesses, establishing credibility can be their greatestchallenge. Growing up in the shadows of their predecessors'successes makes it difficult for successors in family businesses toestablish themselves and use their gifts to lead. To lead storied family businesses, successors build credibilitythe hard way - just like their parents did: they earn it. However, they may face the more formidable challenge of winningover those loyal to another leader and another way of doingbusiness. They also live with the pressure of leading somethingthat has already been successful. In ground-breaking research, Andrew Keyt interviewed more than 25 successors of family businesslegends, including Massimo Ferragamo (Salvatore Ferragamo), JohnBurke (Trek), Bill Wrigley Jr. (The Wrigley Companies), ChristieHefner (Playboy Enterprises), John Tyson (Tyson Foods) and DickDevos (Amway). The insights and analysis from the study form thebasis for the key insights on how successors overcome the obstaclesto credibility and build on what the legends created"-- |c Provided by publisher | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher. | |
| 505 | 0 | |a Cover -- Title Page -- Copyright -- Contents -- Preface -- Acknowledgments -- Prologue: Born in the Shadows: Grappling with the humanity of the hero -- Born in the Shadows -- Definition of the Myth -- A Journey to Generative Leadership -- I Am Not My Father (Differentiation) -- It Takes a Personal Vision -- Moving the Past into the Future -- Chapter 1 Making of a Myth: How stories of heroism help and harm a successor -- The Power of the Myth -- The Good Story -- The Bad Story -- Understanding the Reality of the Myth -- Origins of the Myth -- Feeding the Myth -- If It Makes You Happy -- Keeping the Next Generation in the Shadows -- Idealization of the Child -- Parentification of the Child -- Infantalization of the Successor -- Idealization's Alter-Ego -- Reality and True Truth -- Chapter 2 Out of the Shadows: The journey of the successor to lead apart from the myth -- Differentiation and the Life Cycle -- Attending (0 to 18 months) -- Power (18 to 36 Months) -- Responsibility and Conscience (36 months to 5 years) -- Competency and Latency (5 or 6 to 11 years) -- Separation and Adolescence (12 to 23 years) -- Early Adulthood (20s and 30s) -- Overcoming the Successor's Curse -- From Hero to Human: Deconstructing the Myth of the Founder -- When Successors Chart Their Own Course -- When Idealization Interferes -- Shining the Light Inward -- Asserting the Self in the Family Legacy -- Chapter 3 You Gotta Earn It: Earning your way to the top -- Your Own Way -- Be Honest with Yourself -- I Go Blind -- How Parents Can Help -- Building Belief in Others -- Building Resiliency -- Show Up for Work -- Chapter 4 The Strength of Failure: Running the obstacle course of success -- Developing Gut Instincts: Learning through Action -- The Hard Road to Leadership -- No Mistakes -- Just Learning -- Supporting Failure -- Obstacle Courses. | |
| 505 | 8 | |a The Family Launching Pad: Go Out and Get It -- The Shape of Success -- Chapter 5 "I Can See Clearly Now'': The origins of a fresh vision for the family business -- A Story for the Future: Mission, Vision, and Values -- Respect the Past -- Do What's Right for the Future -- The Rudder of Conviction -- Working through Personal Values -- Family Planning -- Mission -- Back to the Future -- Chapter 6 Nonstop Learning: Know your weakness and improve -- Sustaining Credibility -- Respectfully Pushing the Limits -- Defining Success: Future Forward -- Know Thy Motives -- The Necessity of Continual Development -- Disciple of the Disciplines -- Staying Power -- Chapter 7 Feed the Family: Caring for relationships, caring for the business -- Dare to Be Different -- Heart and Soul -- Family Assets -- How Competition Can Cripple -- From the Founder to the Family -- Next Generation -- Chapter 8 Me versus We: Sharing the glory of the family business story -- The "I'' in the "We'' -- From Legendary to Ordinary -- When the Magnetic Center Is Gone -- Feels Like Family -- More than Money -- Dream Weaver -- The Brick Wall -- Re-Generation -- Chapter 9 Decisions, Decisions: Decisiveness amidst ambiguity -- The Great Differentiator -- Cutting the Gordian Knot -- One Decision after Another -- Failure Makes the Business Hero -- Trap of Perfectionism -- Think and Do: The Decision-Making Process -- Must-Have Courage -- A Sense of Where You Are -- Reorientation -- The Orientation-Locked Family -- A Decisive Workforce -- Willing to Fail -- Chapter 10 The Inner Light: A plan to illuminate a successor's path -- The Need for a Personal Strategic Plan -- A Plan to Differentiate -- True North -- Values -- Mission -- Action Plan -- A Flexible Plan -- Let There Be Love -- Let There Be Light -- Epilogue: Stepping out of the Shadows and into the Light of Your Leadership. | |
| 505 | 8 | |a Identifying the Myths -- Self -- Building Internal Credibility -- Building External Credibility -- Appendix A Research Note -- Appendix B A Generative Retreat: 1/3 Activity (Body), 1/3 Reflection (Self), 1/3 Planning (Future) -- About the Author -- Index -- EULA. | |
| 504 | |a Includes bibliographical references and index. | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Family-owned business enterprises |x Succession. | |
| 650 | 0 | |a Family-owned business enterprises |x Management. | |
| 650 | 6 | |a Entreprises familiales |x Succession. | |
| 650 | 6 | |a Entreprises familiales |x Gestion. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Finance. |2 bisacsh | |
| 650 | 7 | |a Family-owned business enterprises |x Management. |2 fast |0 (OCoLC)fst00920580 | |
| 650 | 7 | |a Family-owned business enterprises |x Succession. |2 fast |0 (OCoLC)fst00920584 | |
| 776 | 0 | 8 | |i Print version: |a Keyt, Andrew, 1969- |t Myths and mortals. |d Hoboken, New Jersey : John Wiley & Sons, Inc., 2015 |z 9781118928967 |w (DLC) 2015007884 |
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