Jaime Roca - The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont
Here you can read online Jaime Roca - The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont full text of the book (entire story) in english for free. Download pdf and epub, get meaning, cover and reviews about this ebook. genre: Business. Description of the work, (preface) as well as reviews are available. Best literature library LitArk.com created for fans of good reading and offers a wide selection of genres:
Romance novel
Science fiction
Adventure
Detective
Science
History
Home and family
Prose
Art
Politics
Computer
Non-fiction
Religion
Business
Children
Humor
Choose a favorite category and find really read worthwhile books. Enjoy immersion in the world of imagination, feel the emotions of the characters or learn something new for yourself, make an fascinating discovery.
- Book:The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont
- Author:
- Genre:
- Rating:4 / 5
- Favourites:Add to favourites
- Your mark:
The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont: summary, description and annotation
We offer to read an annotation, description, summary or preface (depends on what the author of the book "The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont" wrote himself). If you haven't found the necessary information about the book — write in the comments, we will try to find it.
Jaime Roca: author's other books
Who wrote The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont? Find out the surname, the name of the author of the book and a list of all author's works by series.
The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont — read online for free the complete book (whole text) full work
Below is the text of the book, divided by pages. System saving the place of the last page read, allows you to conveniently read the book "The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont" online for free, without having to search again every time where you left off. Put a bookmark, and you can go to the page where you finished reading at any time.
Font size:
Interval:
Bookmark:
Additional Praise for THE CONNECTOR MANAGER
Everybody knows that the best managers are the ones who deliver always-on feedback. But what if everybody is wrong? In The Connector Manager, Roca and Wilde deliver a death blow to the conventional management wisdom, arguing with convincing quantitative and qualitative data that always-on feedback isnt just an unproductive management approach, but a counterproductive one. This is a head-snapping and hugely engaging book that will make even the most seasoned leaders and management gurus question what they preach.
Matt Dixon, chief product and research officer at Tethr and coauthor of The Challenger Sale
The Connector Manager is a rare Ah Ha book. Youll be privy to the surprising practices of a small pool of managers who are exceptional talent developers. Whats more important is that you will learn the steps to becoming one yourself... and with remarkable efficiency in your busy day.
Jay A. Conger, coauthor of The High Potentials Advantage
The Connector Manager teaches leaders how to use the power of connections for development. Its a fantastic read that is both aspirational and actionable for leaders today.
Rob Cross, Edward A. Madden Professor of Global Leadership at Babson College and author of The Hidden Power of Social Networks
We teach our students that management can be a noble profession, and The Connector Manager provides a road map to that ambition. By describing the ways that such managers can have an outsize impact on their employees, their teams, and their entire organizations, the authors are really showing us how great managers can change the world.
Derek van Bever, senior lecturer and director at The Forum for Growth & Innovation at Harvard Business School
Portfolio / Penguin
An imprint of Penguin Random House LLC
penguinrandomhouse.com
Copyright 2019 by Gartner, Inc.
Penguin supports copyright. Copyright fuels creativity, encourages diverse voices, promotes free speech, and creates a vibrant culture. Thank you for buying an authorized edition of this book and for complying with copyright laws by not reproducing, scanning, or distributing any part of it in any form without permission. You are supporting writers and allowing Penguin to continue to publish books for every reader.
Library of Congress Cataloging-in-Publication Data
Names: Roca, Jaime, author. | Wilde, Sari, author.
Title: The connector manager : why some leaders build exceptional talent and others dont / Jaime Roca, Sari Wilde.
Description: First Edition. | New York : Portfolio, 2019. | Includes bibliographical references and index.
Identifiers: LCCN 2019019043 (print) | LCCN 2019021654 (ebook) | ISBN 9780593083833 (ebook) | ISBN 9780593083826 (hardcover)
Subjects: LCSH: Management. | LeadershipPsychological aspects. | Personnel management. | BISAC: BUSINESS & ECONOMICS / Management. | BUSINESS & ECONOMICS / Human Resources & Personnel Management. | BUSINESS & ECONOMICS / Workplace Culture.
Classification: LCC HD31.2 (ebook) | LCC HD31.2 .R623 2019 (print) | DDC 658.4/092dc23
LC record available at https://lccn.loc.gov/2019019043
Some names and identifying characteristics have been changed to protect the privacy of the individuals involved.
While the author has made every effort to provide accurate internet addresses and other contact information at the time of publication, neither the publisher nor the author assumes any responsibility for errors, or for changes that occur after publication. Further, the publisher does not have any control over and does not assume any responsibility for author or third-party websites or their content.
Cover based on a design by Glenn Thode
Cover image: Liuzishan / iStock / Getty Images Plus
Version_2
To our teams, who support us, challenge us, and inspire us to become better managers.
Its 3:21 on a Wednesday afternoon in San Francisco. Marta Romero walks back to her office from one of her many meetingsexhausted. She has nine minutes before her next meeting with one of her direct reports, Jon Goldberg, who has been having trouble with one of his projects. He is working on launching a new development application. Romero takes a deep breath and exhalesshe has been out of the weeds of development for a while and doesnt have the new technical knowledge to help him. She glances at her list of things to do for that day, which are increasing in number as the day progresses, and clicks control + alt + delete to wake up her computer. Thirty-two emails are waiting for her. Romero feels the tension of managing her own workload while simultaneously trying to coach her staff as they navigate all of their projectsmany that require skills and knowledge she doesnt have. She pauses for a minute and considers whether to push the meeting with Goldberg... again. She already rescheduled it earlier this month.
On any given day around the globe the plight of todays managers mirrors Romeros. Urgent tasks take precedence over an ever-expanding list of expectations and demands. To-do items, including coaching responsibilities, become as if wish listsand the world spins madly on. Something has to give, but what?
In many instances, like Romeros, the coaching and feedback interactions managers would like to have fall by the wayside. Beyond constant time constraints, many managers simply lack confidence in their ability to provide the right guidance across the increasing breadth and depth of employee activities. The result is that managers put off coaching, prioritizing so many other urgent activities, or just wing it when asked to help in areas where they lack expertise.
Until now, Romeros trajectory has been successful. Having climbed the ranks of her midsize technology company, from individual software developer to manager of a thirty-person team, Romero knows that a key to her own success is helping her team become more self-sufficient. She also knows that some work is just easier to do herself than pass along to others, even if it means that emerging tasks have to wait on the back burner until she has the time to get more involved. On a good day, Romero serves as the heart of her team, firing on all cylinders as a subject-matter expert and adviser to her employees. On a bad day, she leaves the office feeling guilty for failing to provide the guidance her employees need.
As research and advisory leaders at Gartner, we spend hundreds of hours every year speaking with senior executives globally, and we continually hear that manager development is a top priority. We know that the effectiveness of managers has a huge impact on employee performance, engagement, and business results across organizations of all sizes, industries, and geographiesand companies are making significant investments to elevate manager preparedness through training, coaching, and technology. In reality, regardless of these investments, our data consistently show that managers simply dont have what they need to succeed in todays fast-moving, ever-evolving environment.
Font size:
Interval:
Bookmark:
Similar books «The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont»
Look at similar books to The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont. We have selected literature similar in name and meaning in the hope of providing readers with more options to find new, interesting, not yet read works.
Discussion, reviews of the book The Connector Manager: Why Some Leaders Build Exceptional Talent - And Others Dont and just readers' own opinions. Leave your comments, write what you think about the work, its meaning or the main characters. Specify what exactly you liked and what you didn't like, and why you think so.