By Douglas R. Conant
A clean, potent, and enduring strategy to lead—starting together with your subsequent interplay. so much leaders believe the inevitable interruptions of their jam-packed days are challenging. yet in TouchPoints, Conant and Norgaard argue that these—and each aspect of touch with different people—are neglected possibilities for leaders to extend their impression and advertise their organization's technique and values. via formerly untold tales from Conant's tenure as CEO of Campbell Soup corporation and Norgaard's gigantic consulting adventure, the authors express leader's influence and legacy are outfitted via thousands, even hundreds of thousands, of interactive moments in time. the good news is that any one can increase "TouchPoint" mastery via targeting 3 crucial elements: head, center, and arms. TouchPoints speaks to the speculation and craft of management, selling a balanced presence of rational, genuine, lively, and clever management practices. management mastery within the smallest and differently traditional moments can remodel aimless task in contributors and entropy in enterprises into concentrated energy—one magical second at a time.
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Additional resources for TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments (J-B Warren Bennis Series)
Conant and Norgaard write with ease and elegance, presenting a powerful and positive message about how the smal est actions can have the biggest impact. TouchPoints is packed with practical tips on how you can use your head, hands, and heart to more ful y engage those you lead. ” — Jim Kouzes, coauthor of the best-sel ing The Leadership Challenge; Dean's Executive Professor of Leadership, Leavey School of Business “Walk every shift on the factory floor—you wil learn more from that than what you read in the productivity reports.
Then she said, “I want us to have a strong working relationship. Can you tel me what you look for in a col eague? ” It turned out that whereas Lisa valued being tough on results, her col eague real y cared about relationships. She thought it was admirable to take the issues head-on; he trusted people who were loyal and open to other people's points of view.
As president of the Nabisco Food Company, he had taken a large division from mediocrity to delivering five consecutive years of sales, earnings, and market share growth. How had he done it? He rebuilt the company with a philosophy of being tough-minded on the standards and tender-hearted with the people. “Some joked that my approach was a cross between Pol yanna and Don Quixote,” Doug says, “but I have no apologies. The people were highly engaged and delivering excel ent results. We grew earnings at a double-digit rate for five straight years.
TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments (J-B Warren Bennis Series) by Douglas R. Conant