# Highly Recommended 《New Book Condition + Hardcover Edition + How Leader overcome Failure From Fear》Tom Rieger - BREAKING THE FEAR BARRIER : How Fear Destroys Companies from the inside Out, and What to Do about It
This New York Times bestseller in hardcover edition is a bran-new book and nicely wrapped with protective book-wrapper. Noted that the rear cover page of this book has a scratch line (Refer to photo attached). The original new book is sold at usual price RM95.00 (Hardcover). Now here Only at RM22. This book takes the reader through a journey of how fear of loss progressively creates barriers and bureaucracy that inevitably cause companies to fail and what leaders need to do to overcome these seemingly impenetrable walls. The greatest threat to an organization s success is not always the competition. Often, it is THE FEAR THAT LIVES WITHIN ITS OWN WALLS and what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. In companies, fear can take many forms: fear of not meeting a goal, of not getting a bonus, of losing decision rights and respect. Fear compels employees and managers to protect themselves by creating seemingly impenetrable barriers fortified by rules and practices that benefit one group while harming others. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo and build walls made of rules and policies to protect their turf. As businesses grow and become more complex, the second level of bureaucracy is reached: territorialism. While parochialism is about protecting a department from outsiders, territorialism is about controlling those inside the silo. The third and final level of bureaucracy is empire building, which is a response to perceived threats to a department s ability to be self-sufficient. These barriers cost organizations a fortune in inefficiency, turnover, waste, and demoralization. Tearing down these barriers is difficult, but it can be done. Parochialism can be eliminated by resetting rules and policies and refocusing on the ultimate mission of the organization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Sound familiar? If so, then you know that left unchecked, fear-driven barriers can spread at an alarming rate in a company. Workgroups start to define success not by reaching the company's overall goal, but by fulfilling their part of the process. Restrictive policies pile up until managers start to exert extreme control over headcount and resources. Other managers feel compelled to build empires -- taking over other departments' functions to regain or enhance their self-sufficiency. In the midst of these counterproductive activities, employees suffer, success deteriorates, and efficiency dies. These barriers might seem insurmountable, but they are not. They were built internally, and they can be destroyed internally. By learning from the real-world lessons in this book, leaders, managers, and employees can overcome the barriers that plague their company. It takes courageous leadership, and it can be difficult, but the result will be nothing less than transformational. Empire building can be addressed through shared goals and a set of guiding principles that help act as a referee in decision making. But that s not enough. Managers must also create a culture of courage to enable employees to take advantage of these new freedoms and accountabilities. Courage killers must be rooted out and dealt with swiftly and strongly. Finally, leaders must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all these things, an organization can become fearless and unstoppable. About the Author Tom Rieger is a former Gallup employee. He is an expert in identifying and correcting barriers to success, both for companies and societies. Rieger has built a number of frameworks that apply behavioral economic principles to a variety of complex problems, across boardrooms and battlefields. Tom received an MS in Industrial Administration from Carnegie Mellon in 1986.
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