Conflicting loyalties. Terminations. A changing culture. New competitive threats. These phrases describe the challenges facing many of today's most successful businesses. They also describe the challenges facing another profitable organization-television's Soprano family. As the boss of the family, Tony Soprano knows the difficulties of being an effective leader in an environment of change, complexity, and crisis. He has experienced the struggle to find and keep talent. And as for loyalty fuhgetaboutit! When it comes to business, you need more than loyalty if you're gonna avoid swimming with the fishes. Today's environment can leave even the most efficient boss feeling powerless, unable to make decisions or implement them. Tony Soprano knows that if you wanna get things done, you can't continue to lead as you have in the past.Author Debbie Himsel has been exposed to virtually every leadership theory and development methodology. In &I, she makes a clear case that Tony Soprano is the Jack Welch of his particular industry-that his management style brilliantly illuminates a NEW set of leadership principles, and that underbosses around the world can learn a great deal from Tony, flaws and all. Himsel shares these principles with readers, using Tony as a catalyst for understanding the leadership tools and techniques that are necessary to whack the competition and win in business. Chapter highlights * Who's the A Simple, Clear Structure.* The Strategic Goal Is to Make Money.* The War for Talent.* Understanding Your Deeper Need to Kill the Competition.* Sit-Downs and Other Conflict Management Tools.* Coaching the Poobahs and the Goombahs.* Give It to My Receiving Feedback.* More Than a Flashy Tie and a Cheap Cigar.* If Your Organization Were Part of the Mob.
Average. There´s a lot of people with a lot of good theories about leadership but (even I liked the show very much) I can´t see a mob boss like Tony as a real leader with values.
Good book, but once you get it you get it and reading further just keeps drilling the points into your head, instead of presenting new information. I guess that's hard to avoid though, so I still rate this book high and recommend it to anyone who manages people.
Tony is a good manager for a lot of reasons. He's good with people, balancing the need to be tought with the need to nurture the person's inner needs. Tony often ends hard discussions with a hug and, the author points out, this serves the relationship. It says "we just went through something hard, but it's behind us now."
Tony's also pragmatic and understands that his business is about producing profit with minimal risk to himself. That's it. Well, that's EVERY business, right? Wrong! That's every owner. In real business middle managers are usually so removed from the profit motive that they don't really know WHY they come to work. Tony does, and he makes sure his people do as well.
Ultimately there's no difference between a criminal organization and a business - both are trying to profit with as little risk as possible. Since this is true, it serves us all to stop thinking about people like Tony Soprano as some miscreant and start realizing how difficult it must be to make $4 million a year without going to jail.
And then we should also start looking at the other side - we should stop revering people like Sam Walton, and start wondering what kinds of crimes he had to commit to make Wal-Mart the sucess that it is.
Lectura amena donde se estudia el tema de liderazgo usándo la figura de Tony Soprano como ejemplo, destacando sus fortalezas y debilidades y nos enseña como trasladar las primeras a cualquier empresa.
Expected more. Always the same: "This was good by Tony, but not too much." "This was bad by Tony, but do it a little bit." Just riding along on the success of the Sopranos.