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How to Become a Great Boss: The Rules for Getting and Keeping the Best Employees (Hardcover)
by Jeffrey J. Fox
| Category:
Management, Leadership, Corporate success |
| Market price: ¥ 178.00
MSL price:
¥ 158.00
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
| MSL Pointer Review:
Like Jeffrey Fox's other bestselling career books, How to Become a Great Boss is crisp, practical and life-changing. |
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Author: Jeffrey J. Fox
Publisher: Hyperion; 1 edition
Pub. in: May, 2002
ISBN: 0786868236
Pages: 176
Measurements: 7.4 x 5.4 x 0.8 inches
Origin of product: USA
Order code: BA01400
Other information: ISBN-13: 978-0786868230
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- Awards & Credential -
Jeffrey Fox is the bestselling author of How to Become CEO and How to Become a Rainmaker. |
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- MSL Picks -
Fox has written several other books, some of which I have reviewed. He continues to display a unique talent for focusing on a key point and then expressing it clearly and concisely. Unlike many other business authors, Fox may re-examine certain themes (e.g. appropriate mindsets for a decision-maker) but almost never recycles material. That is especially true of this volume in which he shares feedback for a rather long list of executives who are listed in the "Contributors" section. Many years ago, Sir Isaac Newton observed that "If I have seen further, it is by standing on the shoulders of giants." That is not to suggest that Fox is a a midget; rather, to suggest that he is an active and receptive student of those who - in this instance - are all great "bosses." A brief word about "boss." Obviously, few executives become a CEO but all executives - directly or indirectly - can have a profound impact on those for whom they are responsible. In this volume, Fox suggests what a "great boss" is... and isn't. He also explains why.
He organizes his material within 50 brief but insightful chapters, followed by an "Epilogue," a series of personal statements by various senior-level executives which compellingly illustrate how and why "Great Bosses Beget Great Bosses." The inverse is also true: "Ineffective Bosses Beget Ineffective Bosses." For example, on a scale of 1-10, a 6 or 7 boss never hires a 9 or 10. Moreover, my own experience suggests that if and when a 6 or 7 inadvertently hires a 9 or 10 (or one with the capabilities to become one), the 6 or 7 either runs the 9 or 10 off or ensures that the development of that promising person is suppressed. "Great bosses" are never threatened by a 9 or 10. On the contrary, they only hire the best and the brightest. Fox urges his reader to spend supervisory time with the best people because "the top 10-20% of the employees [in any organization] deliver 70-80% of the results."
(From quoting Robert Morris, USA)
Target readers:
Managers and would-be managers, team leaders, government and nonprofit leaders, and MBAs.
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Jeffrey J. Fox is the bestselling author of How to Become a Rainmaker and How to Become CEO and the founder of Fox & Co., a premier marketing consulting company in Avon, CT. Prior to starting Fox & Co., he was VP Marketing and Corporate VP of Loctite Corporation. Fox is the subject of a top 100 Harvard Business School case study that is also thought to be the most widely taught marketing case study in the world. A frequent speaker to large organizations and groups of senior executives, he is a graduate of Trinity College in Hartford, CT, and has an MBA from Harvard Business School. He lives in New Hampshire.
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From Publisher
In his three bestselling business books, Jeffrey Fox has helped hundreds of thousands of readers land great jobs and rise to the top of their professions. Now he turns his contrarian eye to the process of staying on top by fostering teamwork and creating a sturdy network of support. Fox's advice is delivered in snappy, to-the-point chapters that zero in on his creative - and even contrarian - advice, which features such unforgettable fundamentals as: Don't Check Expense Accounts; Don't Lend Money, Give It; Be Lucky, Think Lucky; The Practice Bus. In a time of considerable corporate downsizing, it's more important than ever for bosses to surround themselves with, and motivate, great workers. Jeffrey Fox's newest volume is certain to find a place on the shelves of top brass everywhere who want to remain leaders of their pack.
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I
Mr. Hart
The great boss stirs the people. The great boss elevates, applauds, and lauds the employees. The great boss makes people believe in themselves and feel special, selected, anointed. The great boss makes people feel good.
Great bosses are memorable. In sixty seconds, this boss created a memory to last over sixty years.
The employee was twenty-four. It was his first real job. He was in the fifth week.
That morning there was a knock on the six- foot-tall glass wall that framed his "office." "Excuse me, Mr. Godfrey, my name is Ralph Hart," said a courtly, exquisitely dressed man in his sixties. "Do you have a minute?"
"Of course," answered the young employee, who recognized the name, but not the face, of the company's legendary Chairman-of-the-Board.
"Thank you," said Mr. Hart. "Mr. Godfrey, may I tell you a few things about your company?" To the employee's nod, Mr. Hart continued: "Mr. Godfrey, your company is a first-class company. We have first-class products. We have first-class customers. We have first-class advertising. In fact, sometimes we even fly first-class because the airlines are some of our first-class customers."
Extending his hand to the new employee, Mr. Hart paused, and with eyes riveted on Godfrey, he concluded: "And Mr. Godfrey, we only hire first-class people. Welcome to Heublein."
If you believe that able and motivated people are the key to an enterprise's success, then Mr. Hart just taught you a lot. If you don't believe able and motivated people are the key to an enterprise's success, then stop reading and give this book to someone else.
II
The Great Boss Simple Success Formula
1. Only hire top-notch, excellent people. 2. Put the right people in the right job. Weed out the wrong people. 3. Tell the people what needs to be done. 4. Tell the people why it is needed. 5. Leave the job up to the people you've chosen to do it. 6. Train the people. 7. Listen to the people. 8. Remove frustration and barriers that fetter the people. 9. Inspect progress. 10. Say "Thank you" publicly and privately.
III
Companies Do What the Boss Does
People take their cues from the boss. The boss sets the tone and the standards. The boss sets the example. Over time, the department, the office, the store, the workshop, the factory, the company begin to do what the boss does.
If the boss is always late, punctuality becomes a minor obligation. If the boss is always in meetings, everybody is always in meetings. If the boss calls on customers, customers become important. If the boss blows off customer appointments, the salesforce makes fewer sales calls. If the boss is polite, rude people don't last. If the boss accepts mediocrity, mediocrity is what she gets. If the boss is innovative and inventive, the company looks for opportunities. If the boss does everyone's job, the employees will let him. If the boss gives everyone in the organization a World Series ring, then everyone wants to win the World Series. If the boss leads a charge, the good and able employees will be a step behind.
Great bosses understand this phenomenon. Great bosses position the organization to succeed, not with policies, but with posture and presence. If the great boss wants a policy of traveling on Sunday or practice before presentations, he or she travels on Sunday and practices presentations. If the boss doesn't want little snowstorms to make people late to the office, he gets in early the day of the storm and makes the coffee . . . and serves coffee to the stragglers as they arrive.
Some bosses lead purposefully, others innately. Whether intentional or not, the great boss shapes the organization. Because the company does what the boss does, the boss better perform, or the company won't.
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Nick McCormick(MSL quote), USA
<2008-06-19 00:00>
This book packs a lot of very good leadership advice and maxims into 50 short one to two page chapters. Short is good when it comes to management books as managers don't typically have a lot of time. Much of it is common sense, but regrettably it is not common practice. This book can help with that. All the chapters hold value, but readers will latch on to some more than others. Get a copy of the book to learn more and begin your journey to become a Great Boss.
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Becky Christain , USA
<2008-06-19 00:00>
This book or audio is great source for anyone that is in charge of people. A wonderful guide to get the best of those employees and to prepare you to be happier more motivated leader. I would recommend this read to anyone, it will make you a better person if you take his advise. |
AudioFile (MSL quote), Portland
<2008-06-19 00:00>
Employment is a contract with obligations on both sides. Fox's articulate presentation of values and principles focuses on the vital process of staffing and managing an organization. Hiring people, managing them, and firing them when they need to go are core executive functions that often are ignored in today's information-obsessed corporations. Fox's insights are grounded in age-old conflicts between ego and results, partnership and competition, self and organization. His primer on evaluating an employee's performance, attitude, and priorities is a common sense guide to communicating and socializing when you're the boss. An essential guide on what matters in management.
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Turner M Grant (MSL quote), USA
<2008-06-19 00:00>
This book is different from most business books in two ways:
One, it is readable, two, it is a gem. The first chapter alone is worth the price. I am prompted to write this review
to correct an earlier review which claims Mr. Fox has a big ego because the word "I" is used so often. The word "I" is not used even once by Mr. Fox. It does appear in the epilogue which is a collection of terrific quotes from great bosses. Take one hour and read this superb and important little book. |
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