By The Editors of New Word City
From soda jerk to billionaire restaurateur, Ray Kroc exemplified American entrepreneurship at its most sensible. In a desirable profession of creating McDonald's into the world’s greatest quick provider eating place chain, Kroc adhered to convinced virtues he thought of critical for fulfillment - ardour, patience, simplicity, belief in frontline staff, and partnering with providers. Plus: Smile, smile, smile. the following, during this short-form e-book, is what leaders can study from his remarkable list.
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As soon as you’ve came upon your strengths, you want to realize anything else: your strengths can paintings opposed to you.
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Nationally well-known management specialists Bob Kaplan and Rob Kaiser have carried out hundreds of thousands of exams of senior executives designed to figure out while their strengths serve them well—versus betray them. during this groundbreaking booklet, they draw on their info and useful adventure to spot 4 basic management features, every one optimistic in and of itself yet each one of which, if overemphasized, can heavily compromise your effectiveness. such a lot leaders, they’ve chanced on, are “lopsided”—they desire definite features to the exclusion of others with out figuring out it. The trick is to maintain all 4 in balance.
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Additional info for Ray Kroc (Great Leaders)
RN leaders exhibit characteristic dysfunctions when making important decisions for the organization. They tend to do very little scanning or analysis of the internal and external environment before making decisions, feeling that the environment is somehow beneath them, and poses no challenges that cannot easily be met. RNs’ grandiosity, exhibitionism, and preoccupation with fantasies of unlimited success cause them to undertake extremely bold and adventurous projects often doomed to fail. The quality of their leadership style is transformational rather than transactional.
For the receiver, projective identification is far more disturbing and more difficult to deal with than simple projection. In both defense mechanisms, however, there is never any sense of personal responsibility. Instead, there are distortions of reality. The frequency, severity, and intensity of these defensive mechanisms vary between the types of narcissism. The reactive type shows the highest frequency and intensity, the constructive type, the lowest. ) N A R C I S S I S T S W I T H I N O R G A N I Z AT I O N S I detailed the clinical indicators of narcissism earlier but it is important to stress that the fi rst two types of narcissistic leaders show these indicators to a different extent.
However, while SD leaders will often express interest in their subordinates’ preoccupations, this will be out of a desire to appear sympathetic rather than out of a genuine sense of concern. They will want to do the right thing, but will not really feel very enthusiastic about it. An exception to this pattern occurs in cases where leaders become attached to a subordinate whom they come to idealize. They will do all in their power to ‘ bind ’ this person, to develop and bring him or her along in their own image.
Ray Kroc (Great Leaders) by The Editors of New Word City