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The art of leadership : small things, done well /
Many people think leadership is a higher calling that resides exclusively with a select few who practice and preach big, complex leadership philosophies. But as this practical book reveals, what's most important for leadership is principled consistency. Time and again, small things done well bu...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Sebastopol, CA :
O'Reilly Media, Inc.,
[2020]
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 100 | 1 | |a Lopp, Michael. | |
| 245 | 1 | 4 | |a The art of leadership : |b small things, done well / |c Michael Lopp. |
| 264 | 1 | |a Sebastopol, CA : |b O'Reilly Media, Inc., |c [2020] | |
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| 505 | 0 | |a Small Things -- Act I. Netscape: Manager. Assume They Have Something to Teach You -- Meeting Blur -- Act Last, Read the Room, and Taste the Soup -- Spidey-Sense -- Understanding Spidey-Sense -- The Professional Growth Questionnaire -- A Performance Question -- Rands Information Practices -- The New Manager Death Spiral -- Act II. Apple: Director -- The Blue Tape List -- Delegate Until It Hurts -- How to Recruit -- Gossip, Rumors, and Lies -- Rainbows and Unicorns -- Say the Hard Thing -- Everything Breaks -- The Org Chart Test -- A Distributed Meeting Primer -- Act III. Slack: Executive -- Allergic to Wisdom -- The Guard -- The Culture Creek -- Anti-flow -- A Meritocracy is a Trailing Indicator -- How to build a Rumor -- Kobayashi Maru Management -- The Signal Network -- A Precious Hour -- Find a Mentor -- How to Rands -- Be Unfailingly kind -- Epilogue: The way I heard it was ... | |
| 505 | 0 | |a Intro -- Copyright -- Table of Contents -- Foreword -- Introduction -- How to Use This Book -- O'Reilly Online Learning -- How to Contact Us -- Acknowledgments -- Small Things -- Act I. Netscape: Manager -- Chapter 1. Assume They Have Something to Teach You -- Chapter 2. Meeting Blur -- Too Much -- On the Topic of Operational Excellence -- Chapter 3. The Situation -- Capital-S Situations -- Capital-D Decisions -- Chapter 4. Act Last, Read the Room, and Taste the Soup -- Act Last -- Read the Room -- Taste the Soup -- Chapter 5. Spidey-Sense -- Understanding Spidey-Sense | |
| 505 | 8 | |a Wait, What? That's the Small Thing? Live Life? Thanks, Lopp. -- Trusting Spidey-Sense -- Something Is Up, and I Don't Know What -- Chapter 6. Your Professional Growth Questionnaire -- The Professional Growth Questionnaire -- The Questions -- Always Forward -- A Tangible Follow-Up -- Chapter 7. A Performance Question -- The Checklist Sentence -- Reality Changes -- Chapter 8. Rands Information Practices -- Browser -- Phone -- Email -- Life -- Chapter 9. The New Manager Death Spiral -- BANG -- First, They Tell You -- Then, They Tell Each Other -- Management Is Not a Promotion | |
| 505 | 8 | |a Act II. Apple: Director -- Chapter 10. The Blue Tape List -- Everything Is Broken -- A Spectrum to the Broken -- Chapter 11. Delegate Until It Hurts -- Entrust -- Shush, Little Voice -- An Essential Leadership-Scaling Function -- Chapter 12. How to Recruit -- First Rule of Recruiting: Give It 50% -- A Recruiting Primer -- Discover, Understand, and Delight -- Discover -- Understand -- Delight -- Circling Back to 50% of Your Time -- Chapter 13. Gossip, Rumors, and Lies -- An Unacceptable Amount of Crap -- A Well-Intentioned Hatred of Meetings -- A Three-Point Agenda | |
| 505 | 8 | |a Meetings Are a Symptom, Not the Cure -- Chapter 14. Rainbows and Unicorns -- Moments of Disproportionate Satisfaction -- Duh -- The Compliment Breakdown -- A Compliment Career Shift -- Chapter 15. Say the Hard Thing -- The Voice in Your Head -- Saying the Hard Thing -- Hearing the Hard Thing -- Your Goal in Life -- Chapter 16. Everything Breaks -- Third Time's a Charm -- Game On -- With Alarming Predictability -- Provide A Clear Explanation of the Rules -- Allow the Rules to Evolve in Unexpected Ways -- Play, Learn, and Repeat | |
| 505 | 8 | |a Failure as a Competitive Differentiator (Or, Don't Play Dumb Games Twice) -- Chapter 17. The Org Chart Test -- The Legibility Test -- The Basics at Scale -- Chapter 18. A Distributed Meeting Primer -- Remote -- The "Many People" Meeting -- Pre-Meeting -- During -- Post-Meeting -- No Measurable Difference -- Act III. Slack: Executive -- Chapter 19. Allergic to Wisdom -- A Circus of Failure -- When to Innovate and When to Iterate -- Act Without Asking -- Chapter 20. The Guard -- The Disaster Meeting -- The Productive Team Teams -- Learned Helplessness -- Trust Falls for Everyone! | |
| 500 | |a Never Waste a Disaster | ||
| 504 | |a Includes bibliographical references and index. | ||
| 520 | |a Many people think leadership is a higher calling that resides exclusively with a select few who practice and preach big, complex leadership philosophies. But as this practical book reveals, what's most important for leadership is principled consistency. Time and again, small things done well build trust and respect within a team. Using stories from his time at Netscape, Apple, and Slack, Michael Lopp presents a series of small but compelling practices to help you build leadership skills. You'll learn how to create teams that are highly productive, highly respected, and highly trusted. Lopp has been speaking and writing about this topic for over a decade and now maintains a Slack leadership channel with over 13,000 members. The essays in this book examine the practical skills Lopp learned from exceptional leaders--as a manager at Netscape, a senior manager and director at Apple, and an executive at Slack. You'll learn how to apply these lessons to your own experience. | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Leadership. | |
| 650 | 0 | |a Teams in the workplace. | |
| 650 | 0 | |a Success in business. | |
| 650 | 2 | |a Leadership | |
| 650 | 6 | |a Leadership. | |
| 650 | 6 | |a Équipes de travail. | |
| 650 | 6 | |a Succès dans les affaires. | |
| 650 | 7 | |a Leadership |2 fast | |
| 650 | 7 | |a Success in business |2 fast | |
| 650 | 7 | |a Teams in the workplace |2 fast | |
| 776 | 0 | 8 | |i Print version: |a Lopp, Michael. |t Art of Leadership : Small Things, Done Well. |d Sebastopol : O'Reilly Media, Incorporated, ©2020 |
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