The 8th Habit: From Effectiveness to GreatnessSimon and Schuster, 8 ian. 2013 - 432 pagini From Stephen R. Covey comes a profound, compelling, and groundbreaking book of next-level thinking that gives a clear way to finally tap the limitless value-creation promise of the “Knowledge Worker Age.” In the more than twenty-five years since its publication, the classic The 7 Habits of Highly Effective People has become an international phenomenon with more than twenty-five million copies sold. Tens of millions of people in business, government, schools, and families, and, most importantly, as individuals, have dramatically improved their lives and organizations by applying the principles of Stephen R. Covey’s classic book. The world, however, is a vastly changed place. Being effective as individuals and organizations is no longer merely an option—survival in today’s world requires it. But in order to thrive, innovate, excel, and lead in what Covey calls the “New Knowledge Worker Age,” we must build on and move beyond effectiveness. The call of this new era in human history is for greatness; it’s for fulfillment, passionate execution, and significant contribution. Accessing the higher levels of human genius and motivation in today’s new reality requires a change in thinking: a new mindset, a new skill-set, a new tool-set—in short, a whole new habit. The crucial challenge of our world today is this: to find our voice and inspire others to find theirs. It is what Covey calls the 8th Habit. So many people feel frustrated, discouraged, unappreciated, and undervalued—with little or no sense of voice or unique contribution. The 8th Habit is the answer to the soul’s yearning for greatness, the organization’s imperative for significance and superior results, and humanity’s search for its “voice.” Covey’s new book will transform the way we think about ourselves, our purpose in life, our organizations, and about humankind. Just as The 7 Habits of Highly Effective People helped us focus on effectiveness, The 8th Habit shows us the way to greatness. |
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Pagina ix
... Covey. To the humble, courageous, “great” ones among us who exemplify how leadership is a choice, not a position ACKNOWLEDGMENTS One of the great learnings of my life is 25725 frontmatter_CV_2p_cl 10/10/05 2:41 PM Page ix.
... Covey. To the humble, courageous, “great” ones among us who exemplify how leadership is a choice, not a position ACKNOWLEDGMENTS One of the great learnings of my life is 25725 frontmatter_CV_2p_cl 10/10/05 2:41 PM Page ix.
Pagina 10
... choice, not from position or rank. The best and often only way to break through pain to a lasting solution is to first understand the fundamental problem causing the pain. In this case, much of the problem lies in behavior that flows ...
... choice, not from position or rank. The best and often only way to break through pain to a lasting solution is to first understand the fundamental problem causing the pain. In this case, much of the problem lies in behavior that flows ...
Pagina 16
... choice. Most people think of leadership as a position and therefore don't see themselves as leaders. Making personal leadership (influence) a choice is like having the freedom to play the piano. It is a freedom that has to be earned ...
... choice. Most people think of leadership as a position and therefore don't see themselves as leaders. Making personal leadership (influence) a choice is like having the freedom to play the piano. It is a freedom that has to be earned ...
Pagina 23
... choice be? Third, let's say that you are paid fairly and treated kindly, but when your opinion is wanted, it is given to you. In other words, your body and heart are valued, but not your mind. What would your choice be? Fourth, now ...
... choice be? Third, let's say that you are paid fairly and treated kindly, but when your opinion is wanted, it is given to you. In other words, your body and heart are valued, but not your mind. What would your choice be? Fourth, now ...
Pagina 25
... choice of one person. Sometimes that one person was the formal leader—the CEO or president. Very often it started with someone else—a professional, a line manager, someone's assistant. Regardless of their position, these people first ...
... choice of one person. Sometimes that one person was the formal leader—the CEO or president. Very often it started with someone else—a professional, a line manager, someone's assistant. Regardless of their position, these people first ...
Cuprins
1 | |
12 | |
25 | |
FIND YOUR VOICE | 34 |
INSPIRE OTHERS TO FIND THEIR VOICE | 86 |
FOCUSMODELING AND PATHFINDING | 125 |
The Voice of Trustworthiness | 146 |
The Voice and Speed of Trust | 161 |
Twenty Most Commonly Asked Questions | 318 |
APPENDICES | 329 |
A Practical Guide to Action | 331 |
Literature Review of Leadership Theories | 352 |
Representative Statements on Leadership and Management | 360 |
The High Cost of Low Trust | 365 |
Implementing the 4 Disciplines of Execution | 369 |
xQ Results | 370 |
Blending VoicesSearching for | 186 |
OneVoicePathfinding Shared Vision | 215 |
EXECUTIONALIGNING AND EMPOWERING | 231 |
Chapter13 The Empowering Voice | 249 |
Contents THE AGE OF WISDOM | 269 |
The 8th Habit and the SweetSpot | 270 |
Using Our Voices Wisely to Serve Others | 292 |
Max MaxRevisited | 374 |
The FranklinCovey Approach | 379 |
Notes | 383 |
Index | 389 |
About FranklinCovey | 407 |
About the Author | 409 |
Alte ediții - Afișează-le pe toate
The 8th Habit: From Effectiveness to Greatness Stephen R. Covey Nu există previzualizare disponibilă - 2004 |
Termeni și expresii frecvente
8th Habit achieve aligning Alternative approach asked become begin believe better body build challenges chapter character choice choose commitment communication conscience create creative culture deal develop discipline effective emotional empower execution exercise experience feel Figure focus follow four freedom give goals HABIT happen heart human idea important individual Industrial influence initiative inspire integrity intelligence involved It’s kind knowledge lead leader leadership listen live look means meeting mind mission moral authority nature never once organization organizational passion person position potential practices principles problems produce question relationships response roles sense serve shared simply spirit strategic strength talent teaching things Third tion true trust trying understand values vision Voice whole workers