# Highly Recommended《Bran-New + Hardcover Edition+ How To Make Better Decision Through Becoming Better Listener》Bernard T. Ferrari - POWER LISTENING : Mastering the Most Critical Business Skill of All
This New York Times & International 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 RM105.76 (Hardcover). Now here Only at RM25. Many of the problems plaguing business today can be traced back to poor decision-making by the men and women in charge. This has had a terrible impact on our nation’s economy, our general productivity, and the personal finances of millions of Americans. The only way to avoid making poor decisions in the future—or at the very least attempt to make better ones—is to improve a skill that many in business lack, says consultant Bernie Ferrari. They must become better listeners. Listening is harder than it looks- but it's the difference between business success and failure. Nothing causes bad decisions in organizations as often as poor listening. But Bernard Ferrari, adviser to some of the nation's most influential executives, believes that such missteps can be avoided and that the skills and habits of good listening can be developed and mastered. He offers a step-by-step process that will help readers become active listeners, able to shape and focus any conversation. Ferrari reveals how to turn a tin ear into a platinum ear. His practical insights include: ● Good listening is hard work, not a passive activity ● Good listening means asking questions, challenging all assumptions, and understanding the context of every interaction ● Good listening results in a new clarity of focus, greater efficiency, and an increased likelihood of making better decisions ● Good listening can be the difference between a long career and a short one POWER LISTENING: Mastering the Most Critical Business Skill of All argues that listening is the most important skill that one can learn in business. As Jeffrey Immelt, Chairman and CEO of General Electric, writes in the book’s foreword, “listening may be the single most undervalued and undeveloped business skill, especially in an age of increasing uncertainty and fast-paced change.” Becoming a good listener can be the difference between success and failure, yet few managers know where to begin or what steps to take. POWER LISTENING offers the unique view that listening is a skill that can be learned, practiced, and applied by anyone. Listening is not about making your colleagues feel good, but about problem solving and good decisions. Without the right information or the best ideas, managers inevitably make bad calls, with often disastrous result to them and their businesses. Through real-world examples and take-aways that the reader can begin using immediately, POWER LISTENING shows how listening works and why it can be so powerful. Readers will learn how to identify bad listening habits, the folly of assumptions, and why it is crucial to stop talking in order to become a better listener. Then the book lays out a framework for sorting the information one gathers through listening into “mental filing drawers.” And finally, the book connects listening back to its ultimate purpose: improving business performance through better decision-making. The information gathered through listening can be drawn out and recombined in creative new ways to develop solutions to difficult problems. POWER LISTENING is a fresh idea in business, and a must-read for anyone who manages others. Readers often struggle to transform their thoughts during a meeting into questions that facilitate empowering and insightful conclusions. They found the principles and listening framework in this book very helpful. They'll lay out the summary structure and key questions below, however the thought process and explanations in the book are worth the reading. Summary & Framework ----------------------------- Part 1: Listen Up! 1. Listening is purposeful. 2. Listening requires control. 3. Listening requires total focus and engagement. 4. Listening is the front end of decision-making. What Kind of Listener Are You? 1. The Opinionator 2. The Grouch 3. The Preambler 4. The Perseverator 5. The Answer Man 6. The Pretender Key Listening Behaviors: 1. Respect Your Conversation Partner 2. Apply the 80/20 rule to listening 3. Challenge all assumptions ------------------------------ Part 2: Sorting The Chaos (A roadmap or set of mental file folders to listen for.) 1. WHAT IS THE MANDATE? Q1: Why are we here? • What are the enduring, overarching aspirations? • What is the fundamental reason for being? • On what does the organization base its identity? Q2: Are there any misalignment? Q3: Can we work with this mandate? • Does the mandate capture the imagination and energy of the leadership team? • Can the mandate be communicated more broadly to all the stakeholders? • Can the mandate be translated into a plan? 2. WHAT IS THE PLAN? Q1: What are the specific objectives that begin to move a company toward its mandate? Q2: What are the specific initiatives that will help achieve the objectives? Q3: What is the timeline? • Are you and your CP in agreement about how often, and by what standards, you will mark your progress, in order to maintain confidence in your schedule? Q4: What assets are required, and are they available? Q5: What are the risks we will be facing? 3. WHAT IS THE TEAM? Q1: What capabilities do we need? Q2: What are the mind-sets of the team members? Q3: What are the roles of the team members? Q4: Will this assignment be good for the individuals on the team? Q5: What are the inescapable realities? Q6: How is the chemistry? Q7: What are the consequences of performance? 4. HOW WILL WE GET IT DONE? Q1: How are we making decisions? Q2: Are we getting the right information at the right time? Q3: How do we manage complexity? Q4: Do we have a rhythm? 5. IS IT GETTING PERSONAL? (Everything we communicate reveals something about who we are, how we think, what we feel, and what we think is important.) Q1: What does this person value? Q2: What are the individual’s personal aspirations? Q3: How does this person interact with colleagues and others? Q4: What is the person’s level of self-awareness? ---------------------------- Part 3: Reaping The Benefits Changing Your Organization Through Listening: • Foster a more discipline and productive organization. • Ensure the free and open flow of information and ideas. • Establish a reverence for fact-based discussions. • Generate new insights and more creative solutions. • Build an organization that excites and energizes its people. Ferrari concludes the book by helping executives use listening to change the culture and dynamic of their organizations. Applying principles intended for individuals to an organization can occasionally trip up certain authors, but Ferrari accomplishes the task well. Power Listening offers that excellent feature of a book that can start on an executive’s desk and later wind its way through the company. About the Author Bernard T. Ferrari is the chairman and founder of Ferrari Consultancy and a twenty-year veteran of McKinsey & Co. as a leader of its North American Corporate Finance and Strategy Practice and the firm's Health Care Practice. Prior to his career with McKinsey, he was a surgeon and chief operating officer of the Ochsner Clinic in New Orleans.
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