EBOOK READ Do Nothing
Rule explained in an example by all means socialize with our team members Every so often take them out for a drink on a Friday afternoon Talk about local community events sports the economy Eris (Eternal Truths Series, Book 1) you name it You can even talk about workBuy them the first round Also buy them the second round but don t buy a second drink forourself Instead take this as Save Me - BTS Webtoon your time to leave Your timing doesn t have to be strict this is just a general recipe Why Most of the timeou should be the first person on The Alchemists Daughter your team to leave this kind of social event so thatour team members can talk among themselves comfortably p 134 Everyone starts out with opportunity some people start out with others with less Although being blessed with
A Great Genetic Structure Stronggreat genetic structure strong and a supportive developmental environment certainly helps achieving greatness as a leader also takes diligence learning from experience constantly seeking information and insights and making the effort to grow p 149 In Do Nothing How to Stop Overmanaging and Become a Great Leader award winning business professor J Keith Murnighan challenges his readers Imagine Necessary and Sufficient (The Sterek Porn Collection, you ve just come back to work after a two week *vacation during whichou actually relaxed without calling in or checking e mail You discover *during which The Art of Loving God you actually relaxed without calling in or checking e mail You discover there are no pressing issues and that on the contraryour team scored a big new customer and fixed a nagging problem during Wild Jasmine (OMalley Saga your absence Dream or reality It appears managers can do a lot less let alone nothing to make things happen and get people strive for great results Focus on them the people give them trust release control show integrity and start with the end and plan backwards For me a major takeaway Think of the reaction thatou want first then determine the actions ou can take to maximize the chances that those reactions will actually happenCommon sense lasting truths maybe the one insight ou need right now because business as usual stepped in again Murnighan values active listening de emphasizing performance goals and short term profits And if Entre Irmãs you re fed up with theory alone the author has some contemporary examples of unnatural leaders testifying the book s principles Michael Krasny CDW Phil Jackson basketball coach Soichiro Honda chairman Honda Motor Company Norbert Brainin first violinist Amadeus String uartet Michael Abrashoff ex Navy captain leadership consultant and author Maggie Doyne BlinkNow Foundation Oprah WinfreyStop working and start leading again Timely reminder on the well known principles of leadershipOne takeaway for me is that empowerment and granting autonomy is not the be all and end all rather it is collective wisdom of setting right goals prioritising values and defining value that enables success This is a great primer for anyone moving from an entry level position to a management position While much of the advice it offers seems like common sense care about the peopleou manage listen to their ideas the book also offers many refreshing insights It also has some interesting profiles on successful leaders and the way they use their own interests and values to create a uniue management style After reading this book I plan to try to trust people and give them challenging projects rather than waiting for them to step up and start doing without being asked I really enjoyed this book He lays out a few basic but powerful actions anyone can implement A very good book for any new manager interested in how to be effective Also very good for managers looking to learn grow and improv. By trusting people than they expect to be trusted And it will help The Time of the Toad you overcomeour natural tendencies toward micromanagement so Buddhist Wisdom you can let people do their jobs even whenou know Say Hello Like This! you could do their jobs betterAs Murnighan writes My experience suggests thatou will be surprised wildly surprised Peo ple on Het verhaal van Theodora Goodman your team will reveal skillsou never knew they had and will accomplish things that go far beyond our estimate of their capabilities They might not do things the way ou would do them but they will get results Blutstein (Öland-Quartett, you never expected Every one has hidden talents and most leaders never discover them Beforeou reject this approach ask Chains of Gold yourself what ifou did nothing and it actu ally worked. Ionary but it is likely a good reminder for the technician who has
Gotten Promoted And No Longer Can Bepromoted and no longer can be do er It encourages managers to back off stop micromanaging foster trust and promote reliance on the team s talent Orchestrate and facilitate care for our people and stop doing their work With seven main themes the author tries to show how to do nothing and lead focus on them start at the end trust release control deviously bear down warmly ignore performance goals and de emphasize profits The author uses historical and anecdotal examples to highlight the principles he presents in the book The examples are interesting but not always as successful as the author had hoped I appreciate the historical lesson of the failure of Britain s appeasement strategy to constrain Germany s ambition for conuering Europe pp 35 38 I m not sure that it really applies to most people however and a failure to negotiate on the world s stage is not necessarily the same in a business context I found this book at the Pentagon library and I was intrigued by the title Unfortunately I am of a worker bee and less of a leader there so I don t really have the chance to implement this concept at work but I can see the benefits in general and appreciate the message I think the book is a bit redundant in places for such a simple message but I suppose the author needed to have some length to the book to make it appear credible It would be nice however if some of the senior leaders there took this lesson to heart I have to admit that I got confused when he started discussing Five Natural Problems of Individuals as Leaders pp 40 45 He doesn t actually list or explain these five problems although there is a depiction that I guess labels them Instead he dives right into solving them but it all feels like he s missing a huge chunk of his manuscript It s not entirely coherent and I spent far too much time rereading previous pages trying to figure out what I missed and where I got off track I was trying to read the book fairly uickly almost skimming the pages to get the gist of the concepts but I was still as perplexed when I went back and reread the confusing pages That s when I started considering rating the book a bit lower In the end I gave it a typical 3 star rating I liked it but I didn t love it I do hope to interesting uotes teams can benefit enormously when their leaders have high positive expectations This should be a consistent message It s also a message that ou don t have to convey verbally If Pleasure and Pain you consistently have high standards andou are committed to them The Mountain and the Valley your team members will get the message and will do their best to reach them And getting this message across doesn t reuire thatou do anything Zero Option (Geordie Sharp, your team members will get a good sense of howou feel from our everyday high standard activities p 16 not only do we often find *what we are looking for in people we sometimes create what we are looking for in people p 41 bad outcomes *we are looking for in people we sometimes create what we are looking for in people p 41 bad outcomes to seriously outweigh comparable good outcomes because they are vivid available events Our memories are not egalitarian we remember events that stand out and negatives stand out much than positives do This is particularly true for people who have trusted and been burned trust violations are vivid emotionally charged events As a result they affect us deeply and they influence our subseuent decision making much than positive outcomes do p 83 So how do ou balance Summary your position of authority withour need to know them as people Here s my standard. Nt them They spend their time preparing for the future They take a comprehensive view of their terrain while also noticing key details so they can confidently choose the right forks in the roadIn other words great leaders don't do any thing except think make key decisions help people do their jobs better and add a touch of organizational control to make sure the final recipes come out okay In sharp contrast most leaders are too busy actually working to do these things and their teams suffer as a result Do Nothing's practical strategies and true stories will show The Janitor (The Contenders, you how to set high expec tations forour team and watch it rise to the challenge It will help ou establish a healthier culture. Management professor J Keith Murnigham in his book Do Nothing lays out a rationale and road map to move away from micro managing to leading facilitating and orchestrating Not surprisingly Keith is a fan of Carol Dweck s advocacy of a growth Mindset a book I heartily recommendI agree with much of the common sense general advice in his book such as doing too much is far worse than doing too little et in business as in art it is often a matter of exactly where Lamore tra i polli you draw the lineHe writes When things are really clicking work will be like the performance of a great Beethoven symphony with the notes in the right place the crescendos coming on time and at the end a feeling of exhilaration atour collective accomplishments I also know that feeling first hand when at the Wall Street Journal with a beloved bureau chief who seemed to know how to bring out the uniue talents of each of us *and when to have a tight rein and when to let it loose *when to have a tight rein and when to let it loose art in leading or managing it seems to me is in know when to do both especially in times of internal conflict where I would have liked to have read advice from Murnigham I disagree in one small way with his advice to Dan a great IT guy who was promoted up the organization and away from a place where he could use his IT skills He really didn t want to give up the skills he had worked so hard to perfect His predicament is true of every leader when The Indispensable Faulkner you get promotedou can t rely on our technical skills any Some people who have great mastery of a needed skill are valuable to the organization and will experience meaning and satisfaction if they can This was an interesting contrarian approach to management concepts focused on leaders who do as little as possible instead actually leading by trusting and motivating their employees instead
Of Micromanaging It Has Somemicromanaging It has some interesting points and examples including short bios of 7 unconventional leaders who embody one or of his chapters The book is a uick read with a lot of examples and anecdotes a large percentage pulled from the sports world for what it s worth but is very clear and methodical in making its points There are definitely some lessons to pull out of it for my own work and I will recommend it to other leaders I m around as I think they can glean useful ideas from it too There s a very nice summary at the end some useful advice to managers to back off and trust and empower our workers the Dog Love - An Unbreakable Bond you do the less they will do the less they will trustou and the Henry and June you will do for them vicious circle i liked his advice about backward engineeringour goals and figuring out the reaction Dry Skull Dreams you hope to get and then doing what will getou that reaction some of his profiles were good like maggie doyne and her nepalese orphanage and some were the usual suspects like honda and phil jackson but overall it was worth reading Like all business books this one offers the author s focused view of key principles founded on common sense that if followed one hopes to become better at whatever one doesMurnighan s writing is insightful crisp and motivating Using the stories of real persons was a nice twist and helps one remember the key principles Useful basic advice about how to be a better leader The title is a misnomer leaders have lots to do It begins with the most difficult task of all focusing on managing My Names Friday your staff not doing their work This book offers a different approach to leadership and management do less and focus on leading and planning for the future The concept isn t too revolut. Imagineou've just come back to work after a two week vacation during which The Gate of Heaven you actually relaxed without calling in or checking e mail You discover that there are no pressing issues and that on the contraryour team scored a big new customer and fixed a nagging problem during our absence No red flags or fires to put outSadly for most leaders this scenario is only a dream They constantly check on what's happen ing because they expect the worst and usually get it But Keith Murnighan shows that not only is do nothing leadership possible it is also far effective than doing too muchGreat leaders don't work; they facilitate and orchestrate They think of great strategies and help others impleme.