Sobre El Autor
Kevin Kruse is a popular keynote speaker, entrepreneur and the bestselling co-author of We: How to Increase Performance and Profits Through Full Engagement. Kruse's articles on leadership have appeared in Business Week, Fast Company, Business Insider and a number of other publications. He is the mostrar más founder and President of The Kruse Group. (Bowker Author Biography) mostrar menos
Obras de Kevin Kruse
15 Secrets Successful People Know About Time Management: The Productivity Habits of 7 Billionaires, 13 Olympic… (2015) 107 copias
Technology-Based Training: The Art and Science of Design, Development, and Delivery (with CD-ROM) (1999) 17 copias
Employee Engagement 2.0: How to Motivate Your Team for High Performance (A Real-World Guide for Busy Managers) (2012) 13 copias
Great Leaders Have No Rules: Contrarian Leadership Principles to Transform Your Team and Business (2019) 6 copias
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Estadísticas
- Obras
- 9
- Miembros
- 180
- Popularidad
- #119,865
- Valoración
- 4.0
- Reseñas
- 4
- ISBNs
- 11
"Leadership is the art of persuasion, the act of motivating people to do more than they ever thought possible in pursuit of a greater good."
"Managers need to plan, measure, monitor, coordinate, solve, hire, fire, and so many other things. Managers spend most of their time managing things. Leaders lead people."
Good basic advice for leaders, including the need for transparency so that your people are better prepared to make decisions. I also appreciate the whole concept that rules are basically a substitute for decisions, and that providing too many rules and too much access through open door policies that you are disengaging and disempowering your employees from acting on their own in the moment. Replacing that often-fake "open door" with regularly scheduled one-on-ones and team meetings allows for conversation, coaching, and learning. If you aren't having one-on-ones yet, they are game changers. Start.
Being likable, not liked, and showing weakness - good overviews of why these are important and how they can play out. Early managers and supervisors definitely can use this advice! I know I could have.
I had a very hard time with a chapter about "crowding your calendar". While I do time block (schedule my most important priorities), there's a downside to having an overcrowded calendar. There is real value in spending time with people that is NOT scheduled. Some of the best ideas I've gotten have come from someone stopping me in the hall with "I was thinking about that thing you said...". There is no need for "do you have a minute" when you make sure you have a minute, or can take one because your calendar isn't crowded.
That same chapter stresses the importance of agendas for meetings and good facilitation. Again, I agree but with a caveat. Especially when you are working in a virtual environment, having some chat time available is critical. In a "normal" environment, people catch up with one another as they come into the room, and they've likely already had other moments that day. For a virtual team, they need that same connection time but it doesn't start until everyone signs in. If you don't allow that time to connect on family and personal events, you don't get the same team behaviors. Agendas should always be there, but they should also be targeted enough for the time allotted to flex for personal conversation. Good facilitators finish their agenda. Great facilitators finish the goals of the meeting and the team, even if it means going off agenda. (less)… (más)