Today, business success demands sustained peak performance- and that requires self-motivated, enthusiastic employees. How can you keep your team consistently at the top of their game? This powerful book begins with fresh insights from a fable about a horse and a boy who must manage it in order to save his family's farm. From the boy's story and the hundreds of real-world ideas that follow, you will discover how to harness your employees' talents to achieve breakaway success. You'll learn:
- Helpful tips and techniques to unleash your employees' innate drive to succeed- and harness their passion to achieve your organization's goals
- Strategies successful leaders use to replace old "command-and-control" management styles with more effective communication methods
- Common mistakes in dealing with employees that can lead to legal liability- and advice from Jackson Lewis, a leading employment law firm, on how to avoid these pitfalls
- Secrets to managing stress that will give you renewed energy and enthusiasm for your business
- Practical ways you can use encouragement, recognition and other powerful motivators to create a peak-performance workplace
Collects motivational advice and hundreds of success stories for business leaders, explaining how managers can transform everyday interactions into special events and considering the special influence leaders have on their people and companies. $100,000 a
| A Note to the Reader |
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| Introduction: Horse Power |
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| BOOK 1 A Leadership Fable: The Horse Who Wouldn't Drink |
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3 | (3) |
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6 | (16) |
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22 | (7) |
| BOOK 2 Horse Sense: Tips & Techniques for Managers |
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29 | (22) |
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Make sure the horse wants to win the race too |
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51 | (20) |
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Horse and rider must understand each other well enough to move as one |
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Leader's Personal Perspective |
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71 | (25) |
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Tend to yourself. The horse knows how the rider is feeling |
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96 | (26) |
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You have to ride the horse, you can't just sit there |
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122 | (20) |
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It is important to explore together. The best rides are often on unfamiliar trails |
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142 | (19) |
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To take care of a horse, sometimes you must clean its stall |
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161 | (20) |
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Manage the major events in your horse's life carefully. These are the times it needs you most |
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181 | (18) |
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Encourage your horse to believe it is a winner. It won't run its hardest until it does |
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199 | (15) |
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Choose the right path and your horse's journey will be an easy one |
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214 | (16) |
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Winning horses need to train a lot. Prepare for tomorrow's races today! |
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| About the Author |
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230 | (5) |
| Index |
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Alex Hiam has provided leadership development and training for managers at AT&T, Eaton, Ford, GM, 3M, HealthEast, the FBI, the U.S. Senate and other organizations. Hiam received his AB from Harvard and his MBA in strategic planning from the University of California, Berkley and served on the faculty of the School of Business at the University of Massachusetts, Amherst.
As companies from GE to Southwest Airlines have proven for years, people really are an organization's most important asset. Yet many employees don't feel their company treats them that way. To get managers to change their approach, consultant Hiam (The Vest Pocket CEO: Decision-Making Tools for Executives) begins by presenting an allegory that brings to life the adage "you can bring a horse to water, but you can't make it drink." It turns out, Hiam contends, that while you can't make horses drink, you can let them, and it is providing that opportunity that makes it easier to get horses and employees to do what you want. Hiam proceeds to offer tips, inspirational sayings and homilies that urge managers to treat employees as if they have unlimited potential. He believes that if managers treat employees this way, employees will respond in kind. Thus, he coaches managers to "see that everyone is thanked," "have a leadership philosophy" and "take the lead by visiting employees to ask for their ideas." Hiam doesn't directly link this leadership method to greater sales or earnings, and the implicit assumption is that there are no bad employees, just bad managers. Still, his simple, specific advice will be useful to managers of all stripes. (June) Copyright 2002 Cahners Business Information.
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