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Mind Your Own Business: A Maverick's Guide to Business, Leadership and Life

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“The maverick’s way of conducting business forswears the leader as commanding general; it rejects the practice of top-down, authoritative command. Rather, it proposes the leader as catalyst, conscience, and inspirer . . . The true leader sees his job as setting an environment in which new ideas can emerge that neither he nor any other individual anticipated. That leap of i “The maverick’s way of conducting business forswears the leader as commanding general; it rejects the practice of top-down, authoritative command. Rather, it proposes the leader as catalyst, conscience, and inspirer . . . The true leader sees his job as setting an environment in which new ideas can emerge that neither he nor any other individual anticipated. That leap of imagination, that moment of genuine creativity, can only be inspired by a leader who encourages exploration and shows a willingness to consider a totally new approach.” --from Mind Your Own Business The corporate misdeeds of self-serving executives during the high-octane economy of the 1990s have forced many people to rethink the qualities that make a strong leader. For sixty years, Sidney Harman, the chairman and CEO of the world’s premier manufacturer of high-end audio equipment, has stood apart from the crowd, building his business the old-fashioned way, by satisfying customers and, in doing so, making a healthy profit. His refreshingly employee-centric, bottoms-up approach to business is the secret of Harman International’s continuing success. In Mind Your Own Business, Harman shares his visionary ideas about leadership, providing a welcome contrast to the bad behavior of business leaders recently dominating the news. Harman focuses on creating a culture of personal responsibility throughout his company. He likens his top management team to a jazz quartet that listens to and improvises with one another to create harmony. He stresses the need to do more for workers at every level because employees are the company’s most valuable asset. At Harman International, he has established in-house classrooms to teach English, basic math, health, and music, and encourages his employees to pursue their potential. Now a hale and healthy eighty-five, Harman thinks that “an idea a day” is more important than the proverbial apple and that the key to a long life is a restless curiosity. In the bestselling tradition of Max DePree’s Leadership Is an Art, Mind Your Own Business is a frank, no-nonsense guide for those who want to bring strength, vitality, and values to their businesses—and to their lives.


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“The maverick’s way of conducting business forswears the leader as commanding general; it rejects the practice of top-down, authoritative command. Rather, it proposes the leader as catalyst, conscience, and inspirer . . . The true leader sees his job as setting an environment in which new ideas can emerge that neither he nor any other individual anticipated. That leap of i “The maverick’s way of conducting business forswears the leader as commanding general; it rejects the practice of top-down, authoritative command. Rather, it proposes the leader as catalyst, conscience, and inspirer . . . The true leader sees his job as setting an environment in which new ideas can emerge that neither he nor any other individual anticipated. That leap of imagination, that moment of genuine creativity, can only be inspired by a leader who encourages exploration and shows a willingness to consider a totally new approach.” --from Mind Your Own Business The corporate misdeeds of self-serving executives during the high-octane economy of the 1990s have forced many people to rethink the qualities that make a strong leader. For sixty years, Sidney Harman, the chairman and CEO of the world’s premier manufacturer of high-end audio equipment, has stood apart from the crowd, building his business the old-fashioned way, by satisfying customers and, in doing so, making a healthy profit. His refreshingly employee-centric, bottoms-up approach to business is the secret of Harman International’s continuing success. In Mind Your Own Business, Harman shares his visionary ideas about leadership, providing a welcome contrast to the bad behavior of business leaders recently dominating the news. Harman focuses on creating a culture of personal responsibility throughout his company. He likens his top management team to a jazz quartet that listens to and improvises with one another to create harmony. He stresses the need to do more for workers at every level because employees are the company’s most valuable asset. At Harman International, he has established in-house classrooms to teach English, basic math, health, and music, and encourages his employees to pursue their potential. Now a hale and healthy eighty-five, Harman thinks that “an idea a day” is more important than the proverbial apple and that the key to a long life is a restless curiosity. In the bestselling tradition of Max DePree’s Leadership Is an Art, Mind Your Own Business is a frank, no-nonsense guide for those who want to bring strength, vitality, and values to their businesses—and to their lives.

35 review for Mind Your Own Business: A Maverick's Guide to Business, Leadership and Life

  1. 4 out of 5

    Steve Cran

    Mind Your Own Business What follows from Sydney Harmon, CHief executive officer of Harmon Kadmon hi if speakers is part auto-biography , part how to run your business. Harmon Kadmon Speakers are used on almost every computer. THey make great hi-if speakers and the company was a pioneering company in making speaker. To start with there are two business models that represent two extremes in the business world. THe old model is top down administration where everything is rigid and creativity is lack Mind Your Own Business What follows from Sydney Harmon, CHief executive officer of Harmon Kadmon hi if speakers is part auto-biography , part how to run your business. Harmon Kadmon Speakers are used on almost every computer. THey make great hi-if speakers and the company was a pioneering company in making speaker. To start with there are two business models that represent two extremes in the business world. THe old model is top down administration where everything is rigid and creativity is lacking. Things get stuffy. The new model is technology based , very creative. In fact to creative that honesty is forsaken. Profit is the main thing even if the numbers have to be played with. Totally web based. Neither one is a perfect model and each have their flaws which is why Dr. Harmon is advising a third way that combines elements of these two business models. Dr. Harmon tells how he made money with his paper route and expanded it. He talks about candy shops and how they do business. He talks about how he worked with David Bogen for ten years and he discusses what he learned. During Word War Two he worked in the communications department. After that he would acquire a company with Kadmon. Together they revolutionized the speaker industry by making things sound better and by making the products easier to use. Remember technolgy is subservient to those who need to use it not the other way around. Later he would leave and join the Presidents cabinet as a technolgy minister and when he was done with that he would re acquire the company . He also taught at Friends World College and was involved in the Civl Rights movement when desegragation was being challenged by state . He felt threatened by the racists on several occasasins. He was 84 when he wrote the short book that has acquired much acclaim. His belief is that everyone who works for the company is like a jazz quartet , you have to make the music harmonious by listening too everyone. The executive need to know what is going on and see the whole picture. That means they go put on the production floor and do some work there and speak to the people. THe executive is to set an examp-le in integrity and honesty and the rest will follow suit. He believes in building up a quality of life for the employees by providing health care and education. He is against cooking the books t make companies look profitable. If the language is too strange ask the speaker to make it simpler. Writing helps you read your own mind and speeches should be done without liking at the notes. A refreshing honest approach to business and I am not into business. Honesty is the best policy and this man seems to be a living avatar of that ideal .

  2. 4 out of 5

    Brian

    Another biography of an over conceited former CEO who thinks that they are the only one who can run a business. However, this one was pretty good. Relatively concise and to the point.

  3. 4 out of 5

    Shonna Froebel

    Good tone. Ethical stance

  4. 4 out of 5

    Donavan R Hardenbrook

  5. 4 out of 5

    Jaclyn

  6. 5 out of 5

    Paul Scherrah

  7. 5 out of 5

    Walton

  8. 4 out of 5

    John

  9. 5 out of 5

    Herve Blaise

  10. 4 out of 5

    sfeist

  11. 5 out of 5

    Lawrence Elton

  12. 5 out of 5

    Liis

  13. 4 out of 5

    Michelle

  14. 4 out of 5

    James Beldock

  15. 5 out of 5

    Joe

  16. 5 out of 5

    Betsy

  17. 4 out of 5

    Patsy

  18. 5 out of 5

    James

  19. 4 out of 5

    John Gage

  20. 5 out of 5

    Deborah

  21. 4 out of 5

    Sophie

  22. 5 out of 5

    Charlie Donaldson

  23. 5 out of 5

    Steven

  24. 4 out of 5

    Tara Santmire

  25. 5 out of 5

    Bhupesh Mehta

  26. 5 out of 5

    Ryan

  27. 4 out of 5

    John Martinez

  28. 4 out of 5

    John Hanson

  29. 5 out of 5

    Esteban

  30. 4 out of 5

    Nick Viner

  31. 5 out of 5

    BookDB

  32. 5 out of 5

    Janet

  33. 4 out of 5

    CP (Wayne)

  34. 5 out of 5

    Justin

  35. 4 out of 5

    Ladyemero

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