Management Resources Guide

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GLOBAL LEARNING FOR A GLOBAL AUDIENCE The Authenticity Paradox — Trust, Truth, and Engagement WANTED: Believable leaders. Your identity should guide you forward but not fence you in. Surviving the first 90 days. Transparent executive’s quandary. Selling yourself: a hard reality. Create a new story. Your personal narrative. The Discipline of Business Experimentation — Innovations don’t always pay off Does the experiment have a clear purpose? Do your stakeholders have buy-in? Is the experiment doable? Can you ensure reliable results? Have you gotten the most value out of the experiment? It all comes down to rigor. The Focused Leader — How leaders must focus their attention The assault on attention. Self-awareness. Developing self-control. Empathy and relationships. Explorative strategic thinking. Putting it all together. The Lean Start-up — Why it changes everything The business model canvas. Customer development. Agile product development. Ramp up operations quickly. Barriers to start-up formation. The Past versus The New Science of Customer Emotions — Using emotional motivators to grow a business Customer satisfaction is not enough. Emotionally connected customers. Emotional motivators. How to build emotional connections. Analyse your connected customers. Don’t rely on demographics alone. Optimise all functions and touchpoints. Systematise, Measure, and Learn. 71
MANAGEMENT RESOURCES GUIDE The Real Leadership Lessons of Steve Jobs — It’s not about his personality but his accomplishments What NOT to do. Simplify. Take responsibility. When behind, leapfrog. Put products before profits. Don’t be a slave to focus groups. Bend reality. Customers judge a book by its cover. Insist on perfection. Tolerate only “A” players. Engage face-to-face. Big picture and details. Combine humanities with science. Stay hungry, stay foolish. The Science of Persuasion — Tactics for leaders to motivate performance People like those who like them. People repay in kind. People defer to experts. People follow the lead of those who are similar to them. People stick to commitments made publicly. People want more of what is less available. Dishonesty doesn’t work. Time is Money — And, it’s your scarcest organisational resource The stakes are high. Set clear priorities. Use zero-based time budgeting. Simplify the organisation. Initiative-Creep: Demand business cases for projects. Standardise Decision Rights. Meeting Discipline. What Great Managers Do — A review of the behaviours of top performers Capitalise on uniqueness. Build upon strengths. People care most about recognition. How do people prefer to learn? Tell the truth, even when it hurts. You must have bench-strength. It’s why we have scoreboards in sport. 72
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CONTENTS WHY INVEST IN LEARNING & D
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WHY INVEST IN LEARNING & DEVELOPMEN
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GLOBAL LEARNING FOR A GLOBAL AUDIEN
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EXECUTIVE WISDOM IN-HOUSE TRAINING
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