The 5 Best Books for a Good Corporate Culture: Leadership by Richard Branson {reading tip}

the executiveStyle by Richard Branson has always caused a stir in the past – not least that his Employees can take vacation whenever they want. But how is good Guide for real?

As Richard Branson understands leadership

He was the editor of a school newspaper, record dealer (Virgin Records), airline owner, island owner, balloonist, distributor of space travel for tourists: Richard Branson, as an entrepreneur and bon vivant, has always looked for new playgrounds to find himself and then in completely different regions to search again. Now he has published a book in which he describes his management in detail.

Pioneering spirit and enthusiasm for the cause are Branson's constant companions. This is also what his book “The Virgin Way” is about. But the focus is on dealing with “his” people. Those who inspired him early on. Those who followed him and supported as collaborators. And also those for resistors and caused conflicts.

The guide book of a layman

In his book, the unusual entrepreneur Branson explains in a very undogmatic and practical way how he manages his employees and what is particularly important to him: enthusiasm, Fun and listening – for example.

It is exciting to read when someone who has never attended business courses and has never read books on leadership also speaks as an author about “good leadership”. But the matter is not quite so trivial:

“The Virgin Way” is of course not a linear guide with Checklists and to-do instructions for young managers. Rather, a playful, biographical tour of Richard Branson's Virgin worlds of experience with detailed insights into his leadership philosophy.

The philosphy of the large family

Consequently, he does not want his book to be understood as a guide to leadership. Instead, he suggests the genre name: “It is with great pleasure that we build an extremely diversified corporation together with an extended family of simply wonderful ones People.” Fits better.

Discounts for your success (advertising)!

It's nice that Branson not only raves about the multitude of economic successes, but also critically explains the corporate failures from a management perspective. And that without Richard Branson's faith and support, Mike Oldfield's "Tubular Bells" would probably never have been released - you have to like him for that alone.

Shoot the tank at Coca Cola on Broadway

Roll in with the tank in New York's Times Square, and then literally "shoot down" the market guru Coca Cola with the "Virgin Cola" brand (unknown in the USA at that time) - that wasn't a good thing Marketing-Idea, but it was fun - still the most important ingredient for successful and also healing management experiences.

Of course, the book contains countless (“serious”) reasons that not only distinguish Branson as a visionary and entrepreneurial discoverer, but also as an excellent manager who, far removed from management textbooks and economic theories, places passion, understanding and common sense at the center of his actions . product!

Trust as a success model in the company

We present another good book about the valuable currency "trust", the ultimate success model for a career. Trust is the basis of long and successful partnerships - in the private sector as well as in the tough ones Business. In his book of the same name, “Trust”, author David Horsager shows how you give and receive trust in a corporate environment.

He meticulously works out the different meaning patterns of trust and explains how you can use the “most important corporate currency” useful invest and then post them as profits.

Door opener in customer communication

Trust, that's what Horsager does clear, is the most important door opener in customer communication. Especially in times of lightning-fast “social media”Communication an invaluable competitive advantage.

Anyone who can adorn their brand promise with the “Reliability, Quality and Credibility” seal of approval has the best chance of being recommended further.

Eight pillars of trustworthy work

At the micro level, trust decides whether teams work, whether your employees Criticism exploit or rebel against it and whether you want your people for yours Set can inspire. In short: whether you can fulfill your management function in the best possible way.

And you can if you embrace Horsager's eight "pillars." For example, his trust standards include compassion, clarity, consistency, and Commitment.

The secret of success of excellent managers

You may be familiar with the ingredients, but when combined, the recipe creates a nutritious meal for the entire workforce. mandatory for managers and others Executives.

Conclusion: The title "trust" suggests a monothematic guide. In fact, the book by David Horsager offers a multifaceted lesson on strong brands and the secret of success of first-class managers who inspire their employees, superiors and partners again and again.

My boss is an asshole, yours too?

... because of “My Executive is an asshole, yours too… ”. Guidebooks with such titles can always be found at the top of the bestseller lists. But a new generation of managers has long since formed who know that living and working are two sides of ONE coin.

Today it can no longer be about making fun of bosses, today it has to be about positioning companies in such a way that they cannot be shaped by the whims of individual superiors. Patrick Cowden makes a very good contribution to this with his book “Neustart”.

The famous quote “We want to dare more democracy” comes from Willy Brandt and was the call for more domestic reform will in Germany. The quote is also a covert title above Patrick D. Cowden's book “Restart”.

Dare more democracy - in your own company!

In it he talks “about the unsatisfactory standard situation in German companies, about what makes us sick and unhappy. And about how we do that System of our economy in the interests of the people".

First things first: Everyone benefits from the Cowden model. The companies and top managers, because the sales targets are easily met. The employees, because they have more trust, self-determination and recognition to harvest. And all together from a satisfied and motivated team that always gives their best regardless of bonus payments.

From the heater to the model

That more entrepreneurial Success and a socially exemplary one Company can harmonize perfectly, Cowden knows very well. He's seen both sides. That of the number-fixated driver who only balances in the Head and that of the role model that only has its people on its mind.

One after the other: As a young migrant from the USA, Cowden had a storybook career: As a topSeller of IT-Company EMC he makes "a quarter of a million euros" a month from commissions alone. At 20, he becomes “the youngest managing director in the history of a West German state bank.”

Too much decision-making power for employees?

He switches to Dell and creates top deals. Until the deep fall comes. An employee suffers a heart attack, and Cowden is given responsibility. He has to go. A follow-up job, where he secures the title “Manager of the Year”, ends with a termination.

Too uncomfortable, man. But this time not because he was the tough dog, but because he was too close to his employees, whom he "at all levels decide let”. To whom he listened to theirs needs to understand. Which he does not control, but sent with a leap of faith.

Restarting the corporate culture

Cowden is himself for surethat only this management style promises success in the long term because it establishes a promising corporate culture that replaces "number rule" with a "value-oriented cooperation" in which everyone meets with "respect, trust, fairness, mindfulness and empathy": a restart of the entire corporate culture.

Sounds like a beautiful utopia. But there are tangible benefits, Cowden explains. For the Recruiting new people because “for 90 percent of the Candidate the working atmosphere is the most important factor”.

For honest dealing with partners and customers

For honest dealings with partners and customers, because “bribery and corruption are only possible where the quarterly figures are above everything else.” And for your balance sheets, because companies that choose to restart "make everyone winners."

Cowden's book Fresh Start is a compelling speculative application for a radical new corporate culture that degrades economic indicators and enhances the people in your organization. Well written and convincingly argued.

How does the compass work?

You can learn leadership methods (and you have to) and that's why you are far from being a good manager. Because what distinguishes the better from the good is the compass. A CEO and a rabbi deliver one of these. “What executives can learn from the ten commandments” is the subtitle of the book. And after reading it, I think you can learn a lot from it.

What is actually the compass that executives should be able to do? The company's profit? The personal idea? The common good? A difficult and decisive question. And a question to which there is not a single, valid answer. Rather, it is a matter of asking this question at all. Therefore, to become aware of its possibilities and limits.

It depends on the right attitude

In their book “The Rabbi and the CEO”, CEO Thomas Doubt and Rabbi Aaron L. Raskin offer a helpful and stimulating discussion on this. Along the ten commandments and using many interesting examples from the business world, they sharpen their sense of integrity in leadership.

Leadership needs more than craft and science. Leadership needs something third. The great management theorist Henry Mintzberg calls it Art. So something that goes beyond mere craftsmanship and Background extends. The authors of the thought provoking book The Rabbi and the CEO call it the "moral compass."

You mean an attitude that enables managers to do the right thing almost automatically, especially in difficult situations. In order to pass this compass on to managers Hand To give, they draw on one of the most important and powerful navigational aids in history - the Ten Commandments. They serve the authors as a basis for the description of essential guidelines for successful management work.

The 11. Bid: You must not show off with a company car

But what does the commandment not to cheat, to look for in an entrepreneurial context? The two authors take the commandment to base themselves on the actual source of power, namely the integrity of word and deed. And not on “foreign” things like title, rank, company car and not even on authority! Just as important, what the two read out of the commandment not to worship idols:

Namely, to develop and live a very own and authentic "vision" for the company, instead of chasing any fashions and supposed market requirements. The book is remarkable not only because of the creative interpretation of the Ten Commandments, but also because the authors illustrate their theses using prominent examples from the business world. Great food for thought for all leaders.

The sun also goes down without your help

Of course, those who consult the Bible cannot avoid knowing that they do not have everything in hand. The chapter "The sun goes down without your help" is therefore a warning to humility and a protection against overload from the feeling of being responsible for everything. Or in the words of Rabbi Yitzchak Ginsburgh:

“Depression is ego. If I take my ego back when I'm not owed anything, then the worry goes away." A stimulating book for leaders. It invites you to examine the fundamentals Ask of leading. And as a result, the many questions of day-to-day management are answered almost automatically.

Companies as madhouses? Do not let that sit on you!

It is a bitter lesson for Germany's companies. Martin Wehrle's book “I work in a madhouse” has been on the top of the bestseller lists for weeks. Bitterest: Thousands of employees invested 15,00 euros in a book - because they can obviously give themselves some air ("others are just like me!").

The success of I Work in a Madhouse is frightening. On the one hand, the alarm bells should be ringing in the companies now. On the other hand, everyone who works in such an "institute" must be aware that a madhouse only becomes a madhouse through the lunatics.

Distant employees or a more complex world?

A new book finally takes up the facts from a doer's perspective and provides instructions on how to turn the madhouses into functioning companies again.

Would even one of the book buyers have invested a damn in his company? What is certain is that something is going terribly wrong. That's why he Adviser Michael Paul has now written instructions to the makers with “Get Out of the Madhouse” to turn off these conditions.

Company culture and strategies to the test

If you don't want to dismiss the success of Wehrle's book as the testimony of a self-pitying and unwilling generation, you have to go to the roots, you have to Order create. Because the madhouse verdict stems from the employees' experience that none of the bosses knows where to go.

That market developments are disregarded. that massive Money thrown out the window. According to Michael Paul, the reason for this development does not necessarily have to be blamed on management alone. Because a hell of a lot has changed in the last two decades.

An appeal to companies to think twice

Michael Paul appeals to all entrepreneurs, supervisory boards, board members, managing directors, department managers and department managers to reflect on the classic craftsmanship. In a quick run, he puts all important business areas to the test and shows how the wild growth can be cut back. And how the company can be brought back from the ground up.

He starts with the strategy work (especially in companies, which are already a long time in the market, here is often handled only with holograms) and afterwards the enterprise culture, the understanding and the practice of leadership, the process organization, the personnel work and the controlling to the Chest.

Her with the antidote!

It goes without saying that this book is not about questions of detail, but about the CEOPerspektive. About how those responsible ensure that the company gets back on track.

Anyone who knows from a reliable source (e.g. from canteen conversations) that Martin Wehrle’s book “I work in a madhouse” is being read in their company/department should not waste a second of their time and immediately get Michael Paul’s antidote “Out of the madhouse”. .

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