A Passion for Excellence: The Leadership DifferenceThis book is an inspiring, career-transforming book published for people who want to get ahead. It takes the reader behind the scenes in some of the most successful organizations and analyzes what makes them distinctive. Here are real people, real companies, real numbers. Here is what is needed to know about the crucial elements of success: constant innovation, staying in touch with customers, encouraging the contributions of everyone in the company, and maintaining the integrity that is basic to leadership. Here are the secrets of building excellence. |
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Page 13
... meeting was informed by live impressions , for the first time in memory . Just about all agreed that it was the best meeting we've had . And follow - up has been ter- rific - and concrete . " An executive of AMP , the remarkably ...
... meeting was informed by live impressions , for the first time in memory . Just about all agreed that it was the best meeting we've had . And follow - up has been ter- rific - and concrete . " An executive of AMP , the remarkably ...
Page 330
... meeting to challenge the Credo . I opened the meeting with the observation that the document was hanging in most of our offices around the world . If we were not com- mitted to it , it was an act of pretension and ought to be ripped off ...
... meeting to challenge the Credo . I opened the meeting with the observation that the document was hanging in most of our offices around the world . If we were not com- mitted to it , it was an act of pretension and ought to be ripped off ...
Page 384
... meeting location shifts and check- lists . Make your team MBWA Scorecard a regular ( first ? ) agenda item when you get together for staff meetings . Force group feedback at least weekly . Trappings of MBWA Trappings are vital ...
... meeting location shifts and check- lists . Make your team MBWA Scorecard a regular ( first ? ) agenda item when you get together for staff meetings . Force group feedback at least weekly . Trappings of MBWA Trappings are vital ...
Contents
A Blinding Flash of the Obvious | 3 |
Integrity and the Technology of the Obvious | 34 |
The Ultimate Barrier to Competitor | 41 |
Copyright | |
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asked attention believe better Bill boss chairman champions coaching colleagues company's competitors corporate Dana Dana Corporation division Domino's Domino's Pizza employees engineers executive experience factory feel focus Frank Perdue Gore Hewlett-Packard idea important industry innovation involved issue Johnson L. L. Bean leaders leadership learned listening look manager manufacturing Marcus Sieff Mastruzzi MBWA meeting Mervyn's Milliken million operation organization ownership passion PepsiCo percent Perdue Farms performance person president problem Questions-and Things Raychem response retail Roger Milliken role Search of Excellence senior share simple Skunk skunkworks staff Stew Leonard's stories success supervisor talk tell there's Tom Peters tomers tough turn W. L. Gore wandering week what's winners