000			04849cam a2200421 i 4500
003			OCoLC
005			20211129102859.0
008			110111s2009 nyua b 001 0 eng d
011			_aMARC Score : 10700(20850) : OK
011			_aDirect Search Result
020			_a038552904X _qpbk.
020			_a9780385529044 _qpbk.
035			_a(OCoLC)965725766
040			_aBTCTA _beng _erda _cBTCTA _dYDXCP _dYBM _dBDX _dOCLCF _dOCLCO _dOCLCQ _dATU
050	1	4	_aHD57.7 _b.S426 2011
082	0	4	_a658.4092 _223
099			_a658.4092 SCO
100	1		_aScott, Susan, _d1944- _eauthor. _9437844
245	1	0	_aFierce leadership : _ba bold alternative to the worst "best" practices of business today / _cSusan Scott.
246	3	0	_aBold alternative to the worst "best" practices of business today
250			_aFirst paperback edition.
264		1	_aNew York : _bCrown Business, _c[2009]
264		4	_c©2009
300			_aix, 313 pages : _billustrations ; _c21 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
500			_aOriginally published: New York : Broadway Business, 2009.
504			_aIncludes bibliographical references and index.
505	0		_aIntroduction -- What fresh hell is this? -- Squid eye -- Spotting the tells -- Memo to leaders -- What are you practicing? -- The purpose of this book -- The idea of fierce -- Why fierce? -- What is "fierce" leadership? -- Where to begin? -- Fierce practice #1: from 360-degree anonymous feedback to "365" face-to-face feedback -- A dangerous idea -- Practicing squid eye -- What were we thinking? -- The fierce practice: "365" face-to-face feedback -- Praising with courage and skill -- Taking it to the organization -- Personal action plan -- Fierce practice #2: from hiring for smarts to hiring for smart+heart -- The "Firm" -- The business crisis that smarts can't solve -- Practicing squid eye -- What were we thinking? -- If you're still not convinced, think Nobel prize -- Your most valuable currency -- The fierce practice: hire smart+heart people -- The smart+heart interview -- Taking it to the organization -- Personal action plan -- Fierce practice #3: from holding people accountable to modeling accountability and holding people able -- Who's accountable? -- Non est mea culpa -- The victim context -- Are you in or out of the cave? -- Justified "victim" -- Practicing squid eye -- What were we thinking? -- The fierce practice: model accountability, hold people able -- Taking it to the organization -- Personal action plan -- Fierce practice #4: from employee engagement programs to actually engaging employees -- The state of engagement -- What matters anywhere matters everywhere -- Practicing squid eye -- What were we thinking? -- The fierce practice: include! Engage! -- Taking it to the organization -- Personal action plan -- Fierce practice #5: from customer centricity to customer connectivity -- The trouble with customers -- The house feels cold -- Happens every day! -- Practicing squid eye -- What were we thinking? -- The fierce practice: customer connectivity -- Mineral rights with customers -- Taking it to the organization -- Personal action plan -- Fierce practice #6: from legislated optimism to radical transparency -- What is legislated optimism? -- For the rhythm of your home -- Practicing squid eye -- What were we thinking? -- Letting the fresh air into the room -- The fierce practice: radical transparency -- Interrogating reality through beach ball meetings -- Taking it to the organization -- Personal action plan -- Conclusion: Crossing the bold line.
520			_a"In Fierce Leadership, Scott teaches us how to spot the worst “best” practices in our organizations using a technique she calls “squid eye”–the ability to see the “tells” or signs that we have fallen prey to disastrous behaviors by knowing what to look for. Only then, she says, can we apply the antidote.. Informed by over a decade of conversations with Fortune 500 executives, this book is that antidote. With fierce new approaches to everything from employee feedback to corporate diversity to customer relations, Scott offers fresh and surprising alternatives to six of the so-called “best” practices permeating today’s businesses. This refreshingly candid book is a must-read for any manager or leader at any level who is ready to take a long hard look at what trouble might be lurking in their organization – and do something about it." --Publisher's website.
588			_aMachine converted from AACR2 source record.
650		0	_aLeadership. _9319950
907			_a.b19511851 _b06-09-21 _c10-11-16
942			_cB
945			_a658.4092 SCO _g1 _iA554804B _j0 _lnmain _o- _p$22.72 _q- _r- _s- _t0 _u1 _v0 _w0 _x1 _y.i1353533x _z20-01-17
998			_an _ab _b11-11-16 _cm _da _feng _gnyu _h0
999			_c1371977 _d1371977