Sometimes Opportunity Knocks (Down the Door)

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Pearson Education, Mar 31, 2010 - Business & Economics - 15 pages
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For two decades, while transforming Marriott Hotelsí international operations, Edwin D. Fuller has demonstrated his leadership ability in dozens of countries around the world. Now he has distilled the lessons of that experience into a series of brief, practical guides to effective leadership. In this one, he explains how, by preparing in advance and by accepting the risks of decision making, you can make the most of calamity.

No one gets out of this world alive, as the saying goes, and no business can expect an endless string of good news and rising revenues. Trouble will inevitably strike in one form or another. Effective leaders donít go looking for trouble, but how they respond when it arrives is a good gauge of their skills.

A capable leader doesnít need to be reminded to empathize with those who suffer injuries or damage of any kind during a crisis. Nor does he or she back away from the responsibility to bring order out of chaos for the good of the organization. But good leaders also see something more. They understand that crises beget opportunities to gain insights, build customer loyalty, and bolster organizational strength.

  

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About the author (2010)

Edwin D. Fuller is one of the most effective leaders in the hotel business. While earning a business degree at Boston University, he worked as a Pinkerton guard. After serving in the U.S. Army, including a tour of combat duty in Vietnam, he joined Marriott in the airline hotel division. He has been in charge of International Lodging since 1990. The business has grown to 350 hotels in 70 countries, with another 175 hotels under construction. When he took charge of the International Lodging Division in 1991, Marriott had 16 hotels outside the United States with gross sales of $325 million--today, they lead market share in most markets and generate gross sales of $6.6 billion.

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