Breaking the Fear Barrier 阿里云 lit azw3 txt pdf caj 下载 在线

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 needs to do to overcome these seemingly impenetrable walls. The greatest threat to an ***anisation's success is not always the competition. Often, it is 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. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo, and build walls make 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 resp***e to perceived threats to a department's ability to be self-sufficient. These barriers cost ***anizati*** 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 ***anization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Empire building can be addressed through shared goals and a set of guiding principles to help act as a referee in decision ***. But that's not enough. Managers must also create a culture of courage, to enable employees to take advantage of these new ***s and accountabilities. Courage killers must be rooted out, and dealt with swiftly and strongly. Finally, leadership must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all of these things, an ***anization can become fearless, and unstoppable.

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书籍介绍

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 needs to do to overcome these seemingly impenetrable walls. The greatest threat to an ***anisation's success is not always the competition. Often, it is 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. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo, and build walls make 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 resp***e to perceived threats to a department's ability to be self-sufficient. These barriers cost ***anizati*** 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 ***anization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Empire building can be addressed through shared goals and a set of guiding principles to help act as a referee in decision ***. But that's not enough. Managers must also create a culture of courage, to enable employees to take advantage of these new ***s and accountabilities. Courage killers must be rooted out, and dealt with swiftly and strongly. Finally, leadership must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all of these things, an ***anization can become fearless, and unstoppable.