"There's no magic formula for building a successful enterprise, large or small. If you're in the business of making a profit, you're in the business of building people. First you build your people. After that, your people produce the profit. The Art of Constructive Confrontation is an easy-to-follow, systematic process that makes sure you don't get those things backwards. Constructive confrontation is the closest thing you'll ever find to hold people accountable for what they do, while at the same time reducing the conflicts that...
Praise for The Art of Constructive Confrontation
"There's no magic formula for building a successful enterprise, large or small. If you'r...
"This animated business analogy is corny, outrageously unrealistic, and at times fiendishly clever. Much of the practical wisdom imbedded in it is right on target. . . . A good refresher course for entrepreneurs, intrapreneurs, and others in management and leadership positions who may have become too set in the ways of doing things."--Cecil Johnson, The Salt Lake Tribune
At last, a fresh, new voice speaks out for organizational excellence in the free enterprise system. Who is this great leader who possesses the stature, the stamina, and the swagger to be called...
"This animated business analogy is corny, outrageously unrealistic, and at times fiendishly clever. Much of the practical wisdom imbedded in it is ...
Was it a typo when the CEO mandated that the organization "institutionalize incompetents"? If not, how did the company wind up institutionalizing incompetence instead? How to Work for an Idiot is still the confessions of a recovering Idiot Boss. After decades of writing and consulting, Dr. Hoover finally realized that many of the people he kept trying to "energize" and "enlighten" were, well, idiots. More importantly, he was an idiot for thinking he could change them. This new edition of How to Work for an Idiot is bigger and better--and filled with even more idiots--than before. The same...
Was it a typo when the CEO mandated that the organization "institutionalize incompetents"? If not, how did the company wind up institutionalizing inco...