A new paradigm for shaping and aligning processes, tools, and employees—to tap into the power and potential of your company. Through fifteen years of intense observation and analysis, Tony Gruebl, Jeff Welch, and Bryan Wolbert of advisory services firm Think Systems, Inc. identified a powerful controlling force hiding in plain sight—and now they reveal it in The Red Pill Executive. Tony, Jeff, and Bryan named their approach to harnessing this controlling force the Red Pill model. Every company has an invisible framework called culture. Red Pill Operators sense it where others are oblivious. Culture determines how business happens and what success looks like. Some cultures love growth; others, a perfect record in customer service. For some, it’s sales or P&L—regardless of tanking satisfaction or turnover. With culture as their blueprint, Red Pill Operators shape their processes, tools, language, staff, and every other aspect to align—not just with the strategy and mission, but with the culture as it exists in time. The Red Pill Executive offers operating executives and small business owners fresh insight into the grooming of their frontline managers who carry out critical initiatives. This new paradigm unlocks massive potential for Operations Executives and their team members who have the courage to embrace them. It showcases a new way of thinking that empowers operators to capture value and corrects the one-size-fits-all approach created by the project management industry in reaction to massive project failure. In The Red Pill Executive, Tony, Jeff, and Bryan use a straight-talking style—and some entertaining pop culture metaphors—to deliver their results in an engaging and readable style.
When school is canceled because of snow that evolves into freezing rain, Alice and Henry Burton find themselves hopelessly bored at their grandparents old house in downtown Charleston, South Carolina. Things begin to turn around for the siblings when an old deck of playing cards reveals a mysterious and strange riddle. Compelled by curiosity, Alice and Henry venture into the deserted streets on a quest to solve that riddle. What starts as a simple game soon thrusts the children into a perilous world where nothing is as it seems and their success or failure may mean the difference between life and death.
When the going gets tough, they call for the sons of bitches! - Admiral Ernest King (attributed) It's a sad fact that most projects fail - as many as 70% according to one well known study. Those failed projects cost billions of dollars. Perhaps they've even cost you or your company. You've hired certified project managers and implemented project management techniques, and yet you still don't have the success you need. BARE KNUCKLED PROJECT MANAGEMENT has the answer. Of course, there are lots of management philosophies that tell you that if you just follow a few simple rules, you'll have perfect results. But it's never that simple, and we know it. The bare-knuckled approach to project management is all about the people. Anybody can swing a bat, but that doesn't mean anybody can be a major leaguer. It's all about the person. It takes talent, temperament, training, experience, and aptitude to achieve greatness. And make no mistake, for great projects, you need a great project manager - someone who isn't afraid to do what it takes to get the job done. You need a Bare-Knuckled Project Manager, someone not afraid to ruffle a few feathers, make hard decisions, and speak unpleasant truths to people who don't always want to hear bad news. In this insightful and powerful book, you'll learn: *** The key reasons projects fail, and the simple steps needed to avoid the most common mistakes. *** How the "three sided table" approach empowers project managers, customers, and teams to do excellent work. *** How to become a Bare-Knuckled Project Manager, and how to groom others. *** How to handle conflict and communication like a pro. *** How the "Kranz Dictum" that saved NASA's Apollo Program can save your most troubled projects. *** How to transform the organization using the Bare Knuckle approach. For once, you'll experience the "no bullshit" approach to project management: what matters, what doesn't, and how to tell the difference. BARE KNUCKLED PROJECT MANAGEMENT is the one guide you need to achieve real project results!
Featuring the same statistics system used on millions of Topps Stadium Club baseball cards, this exciting new book provides practical baseball stats that can be used in key moments during an actual game. With this system, you'll know as much about the players' strengths and weaknesses as the managers themselves know.
A fascinating and candid memoir about successful leadership from the former CEO of General Electric, named one of the “World’s Best CEOs” three times by Barron’s, and the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the devastating 2008–09 financial crisis, and into an increasingly globalized world. In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy—GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE—one of America’s biggest and most-heralded corporations—for direction. No pressure. Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008–09 Global Financial Crisis to the 2011 meltdown of Fukushima’s nuclear reactors, which were designed by GE. But Immelt’s biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE’s focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled. In Hot Seat, Immelt offers a rigorous and raw interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won’t protect any CEO from second-guessing, but Immelt explains how he’s pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat “takes you into the office, head, and heart of the man who became CEO of GE on the eve of 9/11, and then led the iconic behemoth for sixteen fascinating, and often turbulent, years. A handbook on leadership—and life” (Stanley A. McChrystal, General, US Army [Retired], CEO and Founder, McChrystal Group).
The former CEO of General Electric, one of the most influential CEO's, shares the ideas and values of leadership he learned through times of crises. Jeff Immelt has always been one of my leadership role models. He leads with head and heart. This book shows how leadership is a full contact sport and Jeff leaves everything on the field. - John Donahoe, CEO, Nike Read this book. You'll be a better leader for it. - David Rogier, Founder and CEO, MasterClass __________ In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy-GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE-one of America's biggest and most-heralded corporations-for direction. No pressure. Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008-09 Global Financial Crisis to the 2011 meltdown of Fukushima's nuclear reactors, which were designed by GE. But Immelt's biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE's focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled. In Hot Seat, Immelt offers a rigorous, candid interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won't protect any CEO from second-guessing, but Immelt explains how he's pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat is an urgently needed, and unusually raw, source of authoritative guidance for decisive leadership in uncertain times. __________ A memoir of successful leadership in times of crisis: the former CEO of General Electric, named one of the "World's Best CEOs" three times by Barron's, shares the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the economic devastation of the 2008-09 financial crisis, and into an increasingly globalized world.
This learning guide is just one of a series designed to help you identify and use learning opportunities in your workplace. This Workplace Learning guide incorporates the units: BSBFLM305B Support operational planning, BSBFLM405B Implement operational plan, BSBFLM503B Manage operational plan.
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