# Highly Recommended《Bran-New + Hardcover Edition + How The Best Teams Deliver Results 》Geoff Smart + Randy Street + Alan Foster - POWER SCORE : Your Formula for Leadership Success
This New York Times bestseller in hardcover edition is a bran-new book and nicely wrapped with protective book-wrapper. The original new book is sold at usual price RM109.20. Now here Only at RM28. “The most useful book about leadership.” That is what we hope you and your team will say after finishing Power Score. ☞ Is your team running at full power? Only 10 percent of leaders run their teams at full power. The formula you are about to learn is based on the most extensive research of its kind, spanning more than 15,000 careers with over 9 million data points. The idea has been battle-tested for more than two decades by leaders in every major industry. It works. Successful leadership starts with three key questions: ● 1. Priorities—Do we have the right priorities? (Only 24 percent of leaders do.) ● 2. Who—Do we have the right people on the team? (Only 14 percent of leaders do.) ● 3. Relationships—Do we have the right relationships that deliver results? (Only 47 percent of leaders do.) Learn how to calculate your team’s Power Score, and how to improve each of the three key areas of leadership. Learn what to do, and what not do, from compelling statistics and inspiring stories of those leaders who have succeeded and those who have failed. You may be surprised how easy it is to read this little book. And you may be even more surprised by how fast this approach will boost your team’s results. When you dial up your team’s Power Score, you will make a greater impact as a leader, help your team earn more money for your cause (whatever your cause may be), and enjoy greater career success. It’s a pretty good book that both inspires you to be a better leader and helps to show you the steps you need to take in order to do so. That said, this is a well-written, clear and concise book that anyone leading or managing a team can learn from and take effective action quickly with regards to establishing and communicating PRIORITIES, putting the right people on your team in the right roles (Who), and instilling the necessary RELATIONSHIPS and cadences. “ghSMART is the world’s top firm for helping leaders hire talented teams and run them at full power. Nothing is more important. -- Marshall Goldsmith, bestselling author of Mojo and What Got You Here Won’t Get You There ------------------------------------------------- Review From Irish Times : The key to great leadership is to have the right priorities, the right people on your team and the right relationships that achieve results. That’s one of the key messages in this interesting book put together by three consultants in a US advisory firm called GhSMART. The book takes the form of a series of questions and answers with the central idea being that there’s an optimum way to manage your organisation or team and that performance can be calibrated. According to the authors, the ideas in the book are based on data and interviews collected from 15,000 leaders. That’s a staggering amount of data clearly but the conclusions here are surprisingly simple. If priorities are the key, the main problem is sticking to priorities and having too many priorities. Prioritising involves making decisions and saying “yes” to one thing involves saying “no” to others. The authors quote a client in the charity sector in the US that had a priority list of 164 items. Despite a clear vision, a passionate team and a thriving culture, they were exhausted. Too many priorities equals zero priorities. There’s an interesting passage about a tech industry leader called Maynard Webb. His meteoric career started as a security guard at IBM before eventually becoming president of eBay Technology. With the e-retailer close to the point of crashing and a clear lack of leadership and confusion in the management, Maynard came on board and quickly identified four priorities: fix capacity issues, scale quickly, innovate and reassign resources to fuel product development. Priorities can be set at the start of a job or you can use a crisis to reset the priorities. In other cases, you may realise that the market is changing and make a priority change then. When setting priorities, it is important to focus on customer needs first, even if what the customer is telling you is unpalatable. An illustrative case history presented here is when Motorola asked Juergen Stark to manage the rollout of its Razr phone in Japan a number of years ago. Within a day in the field, he realised that the phone lacked the technical capabilities to meet any of the 10 highest priority needs of customers. No matter how much marketing was done, the phone would not sell and adding the missing features would have been prohibitively expensive. The priority was changed from how to market the phone to how to wind it down as quickly as possible – a move that was in the best bottom-line interests of the company. The Power Score of the book’s title involves linking priorities (P) with two other factors, (W) the who, as in do we have the right people and (R) as in the right relationships. The combined PWR is a shortened form of the word “power”. The book presents a formula for calculating a score based on these three factors. The authors suggest that leaders who run their team at top power (in the highest 10 per cent) are twice as likely to have succeeded in their careers than those with just average scores. Having crunched the numbers on their large datasets, they conclude that the most common failure is not having the right people on your team. Fewer than 14 per cent of all leaders excel at this. The leaders who do it well are skilled at hiring, removing nonperformers and developing their teams and they invest a lot of time in getting it right it appears. Not many leaders are great at all three factors, with a mere 1 per cent excelling on a sustained basis throughout their careers. About 10 per cent of leaders run their teams at full power at any given point in time. The book has some helpful suggestions for how managers can compensate for deficits and can bring their ranking up. Concentrating on just one or two areas is mistake. You need to embrace all three is the message here. ------------------------------------------------- By Author : Alan Foster & BJ Wright 3 lessons FIFA needs to learn from Pope Francis Diego Maradona famously asserted that “football isn’t a game, nor a sport – it’s a religion.” Of course today we all know that it’s bigger than that – football is a huge global business. And, while the U.S. Department of Justice’s charges against nine FIFA officials are capturing headlines, true fans of the sport may miss the bigger opportunity to understand and address what has gone wrong among senior leadership at Fédération Internationale de Football Association. If football clubs ran their teams in a similar way to FIFA, they should expect empty stadiums, end of season relegation, and bankruptcy. When you look at how CEOs and other leaders undertake transformations of global organizations you can see how steep the uphill path is ahead. We recently completed the largest leadership research project of its kind in which we uncovered what the most successful leaders accomplish. Unfortunately our conclusions reveal the gulf between where FIFA stands today and where a new President will need to take it. We found that the best leaders focus on getting three things done: They set the right priorities: FIFA’s stated mission is to “develop football everywhere and for all, to touch the world through its inspiring tournaments and to build a better future through the power of the game”. In addition to being vacuous twaddle it’s also apparent that the actual focus of FIFA’s leadership team appears to be about enriching themselves, not the world. The new FIFA president needs to reset the organizations priorities – ideally with a symbolic shift. Politicians understand that one must never let a good crisis go to waste. Similarly the new President will have a few months to reverse the Qatar 2022 decision or some other defining achievement when he still has the mandate. They get the right people in the right roles: prior to Sepp Blatter’s resignation the best hope for modernization was pinned to an unelected member of the Jordanian royal family. This highlights quite how bad things had gotten. FIFA’s current predicament is an illustration of what happens as a result of badly run succession planning. It breaks all the rules of world-class talent selection. Instead, FIFA’s leadership are elected under a black box approach that actually favors corruption. When facts and fairness appear to be replaced by cronyism and bullying during a leadership selection processes, it makes it nearly impossible for an organization to have trust and confidence in the leaders named in that process. The new FIFA president will need to blow up the existing governance and leadership selection process. Are you skeptical that this will happen? We would agree with you. Re-establish trust in the organization: Even if a new President succeeds in resetting FIFA’s priorities and revamping its governance, arguably the biggest challenge will be to rebuild trust in the organization. And, like taking possession back from Bayern Munich in the 88th minute, trust is extremely hard to regain. Most leaders attempt to do so with grandiose speeches and public pronouncements. A skeptical public typically takes years to change their point of view – if at all. So, if football really is more than a game, or a sport and is in fact a religion; then perhaps it should learn from the leader currently navigating the Catholic Church through a turnaround. While he may have room to go, Pope Francis is arguably in the midst of an ambitious corporate transformation. He has i) reset the church’s priorities to focus on helping the poor ii) has revamped his leadership team (e.g. selecting a no-nonsense contrarian Cardinal to spearhead financial reform) iii) become a role model driving his 20 year old Renault 4 living the values that he preaches. Most fans would be right to expect FIFA-as-usual under a new President. And while that is most likely, it does not need to be that way. ---------------------------------------------------- About the Author Geoff Smart is chairman and founder of ghSMART, an advisory firm that exists to help leaders amplify their positive impact on the world. He is author of the New York Times bestseller Leadocracy and co-author of the Times bestseller Who. Randy Street is managing partner of ghSMART and is co-author of Who. He is a leadership advisor to boards and CEOs, and an internationally acclaimed public speaker. Alan Foster is a consultant at ghSMART, where he works as a leadership advisor and public speaker.
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