Why only long-term, high-impact books become business “classics”

First Friday Book Synopsis

bobmorris "We are like dwarfs standing on the shoulders of giants” A Study of Emotion: Developing Emotional Intelligence (1985) “The Servant As Leader" (1970) Bernard of Chartres Capitalism [comma] Socialism and Democracy (1942) Clausewitz Concept of the Corporation (1946) Creative Experience (1924) In (1982) Isaac Newton Joseph Schumpeter Jr. Waterman Wayne Payne Why only long-term business bestsellers become “classics

Leading Views: Good Poker Players Know When to Fold

Leading Blog

In Adhocracy , Robert Waterman notes that “Bureaucracy gets us through the day; it deals efficiently with everyday problems. Waterman explains: Stud poker is a good metaphor for this process. In stud poker, as in product development or any other ad hoc work, you don’t know whether you have a winner until the last card has been played. We are often controlled by habits and mindless behavior.


Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Avoid These Traps and LOL for Peak Performance

The Practical Leader

In their classic bestseller, In Search of Excellence , Tom Peters and Bob Waterman popularized their finding that effective leaders spend huge amounts of time managing by wandering around (MBWA) with customers, suppliers, and staff. Visions and plans should not be developed in backrooms without the involvement of those people who will make it all work.

Closing Your Company’s “Leadership Gap”

Michael Lee Stallard

Tom Peters and Robert Waterman called it “management by wandering around” or “MBWA” in their classic book In Search of Excellence. Because they didn’t address these leadership gaps, cynicism and disengagement developed among the people they were responsible for leading and it eventually sabotaged performance. Employee engagement surveys were developed to help address the challenge of identifying leadership gaps.

Survey 289

Resilience: How We Can Learn to Bounce Forward

Leading Blog

Robert Waterman on Adhocracy.) They caution: “When systems are structurally overconnected … or when interventions are bureaucratically imposed on communities rather than developed with them, there is no space for adhocracy to germinate.” All of us will be tested from time to time on our ability to adapt—on our resilience. The goal of resiliency is not necessarily to bounce back , but to bounce forward. It is the ability to maintain your purpose even while adapting your methods. “If

10 Gifts For You To Succeed In 2011.

Rich Gee Group

He not only develops and publishes the bible on “Book Yourself Solid”, in it, he links to a workbook which is a very powerful way for one to really LEARN his techniques. Peters and Waterman — “In Search of Excellence”. Next post: Developing The CEO Within You. home about rich our team news our fans services executive coach business coach speaking inspire media knowledge books affiliates contact Rich Gee Group 203.500.2421 10 Gifts For You To Succeed In 2011.

A Moment of Reflection on 50 Years

The Center For Leadership Studies

By 1983, there was certainly awareness and interest in developing leaders, but comparatively few organizations were ready to dive in, make it a priority and commit serious resources to the cause. In the fall of 1983, Tom Peters and Bob Waterman published “ In Search of Excellence.” While still focused in the arena of organizational behavior and leadership development, the value proposition of PI was roughly 180 degrees from that of CLS.

5 Core Values For The Workplace

Tim Milburn

Bob Waterman has written a penetrating little book, Adhocracy: The Power to Change. The developers of the ulcer drug at C. This is a guest post by Robert L. Dilenschneider, author of A Briefing for Leaders: Communication As the Ultimate Exercise of Power. There are many fine values, such as courtesy, confidence, ingenuity, thrift, and so on. The trouble is that the list of values grows easily and can cause many employees to lose their focus. They fail to prioritize.

Guest Post: Dilenschneider on Workplace Core Values

Eric Jacobson

Bob Waterman has written a penetrating little book, Adhocracy: The Power to Change. PERSEVERANCE The developers of the ulcer drug at C. Today, I welcome the following guest post: 5 Core Values for the Workplace By Robert L. Dilenschneider, Author of A Briefing for Leaders: Communication As the Ultimate Exercise of Power There are many fine values, such as courtesy, confidence, ingenuity, thrift, and so on.

Why “Company Culture” Is a Misleading Term

Harvard Business Review

Waterman’s In Search of Excellence , that praised the unique management structure and corporate culture of computer then-giant Digital Equipment Corporation (DEC). Peters and Waterman’s book spawned an entire industry in corporate culture consultants and an endless stream of books about corporate and organizational culture has followed right into the present. Kenneth Andersson.

Basecamp’s Strategy Offers a Useful Reminder: Less Is More

Harvard Business Review

37signals has developed a dozen different products and services since its founding in 1999. Similarly, Peters and Waterman’s 1982 classic, In Search of Excellence , reported that successful companies were those that could “stick to their knitting” and not get sidetracked.

Category Creation Is the Ultimate Growth Strategy

Harvard Business Review

Having grown up in Hawaii, I have the utmost respect for Laird as a waterman. Corporate development groups may have to accept that EBITDA multiple valuations may not be appropriate when buying a category creator. This post is part of the HBR Insight Center Growing the Top Line. Laird Hamilton is my hero. He's not only one of the world's best big-wave surfers but he also created an entirely new category within the sport called tow-in surfing.

B2C 16

How GE Applies Lean Startup Practices

Harvard Business Review

The Lean Startup is an approach to developing new products that came out of “Agile” software development, with “sprints” (quick deliverables) and fast learning. The new product team knew they needed to engage their suppliers sooner in the product development process, and also in a more continuously ongoing way. The suppliers, not surprisingly, were grateful to be asked to be involved, and have provided more flexibility in the development process.

Ries 12