Showing results for "Chancer" in Career Success

Mark H. McCormack, one of the most successful entrepreneurs in American business, is widely credited as the founder of the modern-day sports marketing industry. On a handshake with Arnold Palmer and less than a thousand dollars, he started International Management Group and, over a four-decade period, built the company into a multimillion-dollar enterprise with offices in more than forty countries. To this day, McCormack’s business classic remains a must for executives and managers at every level.

Komlos and Benjamin's approach harnesses disparate views from inside and outside of an organisation, including front-line employees, former competitors, theorists and disruptors around a big, messy problem to form a high-functioning team of people, a 'mega-brain', that can see every side of a problem and identify the best solution(s) for it. Complex issues are solved in a matter of days, not months, not years, a time frame supported by the authors' research and practice over three decades.

Essentially, this book is for entrepreneurs, business owners, and those who seek a better position for themselves and their talents, but who procrastinate, delay, and hang back. It’s about isolating and overcoming the internal fears that we generate every day like a geyser, triggered by time, events, or shifts in the environment. We are our own worst enemies and we ignore the practical remedies to escape fear because we use our energies instead on blaming everyone else.

Spark is an unconventional business book. It has been built on the idea that coming from a perspective of 'getting' something is a severely self-limiting position. Instead, a career should be seen as an opportunity to give - to your funders, your team, your customers and the world at large. Doing so, the authors argue, can lead to expansive possibilities. At the same time, however, people should be averse to bloat, bureaucracy, and everything that comes with achieving a certain level of inert mass.

Traditional performance management processes are often ineffective in increasing workforce engagement and fostering a positive employer-employee relationship. Unlocking High Performance shows you how to transform this process to get the best out of your workforce. It presents a new model for performance management based on the three components of planning, cultivation and accountability, and situates this process within the wider aims of promoting work as a healthy relationship between employer and employee rather than a restrictive contract to be complied with.