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 iii
... increase their personal effectiveness in the workplace and at home. Covey has created a brilliant blueprint for both career and personal success in the new millennium.” —Douglas R. Conant, President and CEO, Campbell Soup Co. “The 8th ...
... increase their personal effectiveness in the workplace and at home. Covey has created a brilliant blueprint for both career and personal success in the new millennium.” —Douglas R. Conant, President and CEO, Campbell Soup Co. “The 8th ...
Pagina 2
... increasing expectation to produce more for less in a terribly complex world, yet they are simply not allowed to use a significant portion of their talents and intelligence. In no way is this pain more clearly or practically manifestin ...
... increasing expectation to produce more for less in a terribly complex world, yet they are simply not allowed to use a significant portion of their talents and intelligence. In no way is this pain more clearly or practically manifestin ...
Pagina 10
... increase manyfold their effectiveness, growth and impact. You will discover that such influence and leadership comes by choice, not from position or rank. The best and often only way to break through pain to a lasting solution is to ...
... increase manyfold their effectiveness, growth and impact. You will discover that such influence and leadership comes by choice, not from position or rank. The best and often only way to break through pain to a lasting solution is to ...
Pagina 15
... increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER. The ...
... increase in the productivity of the MANUAL WORKER in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of KNOWLEDGE WORK and the KNOWLEDGE WORKER. The ...
Pagina 29
... increase the likelihood of passing on his legacy one leader-generation to another. He said further, that up until that experience with his father, he had knowingly taken the easier road, acting basically in a custodial role in the ...
... increase the likelihood of passing on his legacy one leader-generation to another. He said further, that up until that experience with his father, he had knowingly taken the easier road, acting basically in a custodial role in the ...
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