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
... vision.” —Pat Croce, former President, Philadelphia 76ers (NBA), and bestselling author of I Feel Great and You Will Too! and Lead or Get Off the Pot! “An absolute must-read for aspiring business executives who want to significantly ...
... vision.” —Pat Croce, former President, Philadelphia 76ers (NBA), and bestselling author of I Feel Great and You Will Too! and Lead or Get Off the Pot! “An absolute must-read for aspiring business executives who want to significantly ...
Pagina xi
... vision to the end. Most climbing teams that set out to climb Mount Everest never reach the summit—only the very, very few. For one reason or another, most people and teams, when pressed to their limits by the extreme conditions, drop ...
... vision to the end. Most climbing teams that set out to climb Mount Everest never reach the summit—only the very, very few. For one reason or another, most people and teams, when pressed to their limits by the extreme conditions, drop ...
Pagina xv
... Vision, Discipline, Passion and Conscience 64 PART 2: INSPIRE OTHERS TO FIND THEIR VOICE 95 Chapter 6 Inspiring Others to Find Their Voice— The Leadership Challenge 97 FOCUS—MODELING AND PATHFINDING 125 Chapter 7 The Voice of Influence ...
... Vision, Discipline, Passion and Conscience 64 PART 2: INSPIRE OTHERS TO FIND THEIR VOICE 95 Chapter 6 Inspiring Others to Find Their Voice— The Leadership Challenge 97 FOCUS—MODELING AND PATHFINDING 125 Chapter 7 The Voice of Influence ...
Pagina 6
... vision. He said he didn't have any vision to begin with. He simply saw someone in need, tried to fill it, and the vision evolved. Muhammad Yunus's vision of a povertyfree world was set in motion with an event on the streets of ...
... vision. He said he didn't have any vision to begin with. He simply saw someone in need, tried to fill it, and the vision evolved. Muhammad Yunus's vision of a povertyfree world was set in motion with an event on the streets of ...
Pagina 9
... vision and voice has usually evolved slowly. I am sure there are exceptions. Some may have a vision of what is possible suddenly burst upon their consciousness. But generally speaking, I find that vision comes as people sense human need ...
... vision and voice has usually evolved slowly. I am sure there are exceptions. Some may have a vision of what is possible suddenly burst upon their consciousness. But generally speaking, I find that vision comes as people sense human need ...
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