Don't Oil the Squeaky Wheel: And 19 Other Contrarian Ways to by Wolf Rinke

By Wolf Rinke

These phrases pop off the again hide to attract potential readers to open the publication. mix that word with the subtitle approximately contrarian how you can increase management effectiveness and also you start to achieve an concept of what this booklet is like. Frankly, I wasn't certain if i might get fun a web page or severe stuff. seems I acquired both!

Rinke, an skilled government chief, administration advisor, expert speaker, and writer offers possible choices to the previous saws that populate such a lot of management books. take heed to a few of the bankruptcy headings: wisdom isn't really energy. do not deal with humans. do not be Proud. do not need humans be just right for you. do not concentrate on the base line. do not fulfill clients. Are you getting the concept that you're in for a fascinating ride?

Each bankruptcy calmly pokes enjoyable on the universal trust, notwithstanding now not as evidently as I anticipated it's going to. Readers could be shocked on the powerful therapy of management talents, illustrated with tales that convey them to existence. the teachings are offered in a manner that holds curiosity and teaches practicality.

Laugh? This e-book comprises whatever detailed; i have never obvious this performed ahead of. In every one bankruptcy, previous to the precis, there's a short part titled "Smile." Rinke stocks a bit humor with the reader to maintain the booklet gentle and to illustrate that management could be enjoyable, now not onerous.

If you could have spent any time in management positions, you are going to establish with the proverbial advice...and can most likely create your personal wondering what Rinke teaches us. you are going to spin a paragraph or prior to you ask yourself the place to move subsequent. Rinke should be there to take you extra down the trail to success.

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Additional resources for Don't Oil the Squeaky Wheel: And 19 Other Contrarian Ways to Improve Your Leadership Effectiveness

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The few, if any, positive responses will startle you. You see—being ethical is nonnegotiable if you are a contrarian leader (CL). You can’t just act ethically if someone is around or if it is convenient or expedient—because, as I learned in the speaking business, the microphone is always on. Let me explain. I was conducting a full-day seminar for an audience of about 100 people—if memory serves me right—in Minot, North Dakota, and at about midmorning the participants were working on an interactive exercise.

Before you get too smug, however, you had better look at the face in the mirror. 5 We inflate our résumés, fudge our accomplishments, and exaggerate even inconsequential events. And when we lie, there is no trust, and without trust, you can’t practice contrarian leadership. Call me oldfashioned; I believe that there is no excuse for lying. There is not even a good reason for exaggerating. If you do, you will have to talk from the head—checking your memory to make sure that you are consistent. And who can keep track of that when most of us have trouble remembering where we put our car keys.

I use it as a prize at the end of the session. The Law of Expertise The essence of this law is this: People are more likely to heed the advice of experts. People who are perceived as experts have a greater ability to persuade others. According to a study reported by Robert Cialdini,6 most hospital stroke patients tended to abandon the exercise routines prescribed by their physical therapists. Interviews revealed that patients were familiar with the credentials of their physicians—whose instructions they tended to comply with—but they knew very little about the qualifications of their physical therapists.

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