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For their successful, good life Information you really need: Government-funded publisher, awarded the Global Business Award as Publisher of the Year: Books, Magazine, eCourses, data-driven AI-Services. Print and online publications as well as the latest technology go hand in hand - with over 20 years of experience, partners like this Federal Ministry of Education, customers like Samsung, DELL, Telekom or universities. behind it Simone Janson, German Top 10 blogger, referenced in ARD, FAZ, ZEIT, WELT, Wikipedia.
Disclosure & copyrights: Here you will find the hand-picked book recommendations in cooperation with our partner Managementbuch.de on the topics of economics, business and non-fiction. The reviewers are Stephan Lamprecht, Christiane furrier, Wolfgang Hanfstein & Oliver Ibelshäuser. The books were made available free of charge by the publisher, image rights from the publisher.
By Oliver Ibelshauser (More) • Wolfgang Hanfstein (More) • Last updated on October 27.08.2013, XNUMX • First published on 27.08.2013/XNUMX/XNUMX • So far 5385 readers, 1826 social media shares Likes & Reviews (5 / 5) • Read & write comments
Some time ago, Best of HR - Berufebilder.de® deals with a study by the Bertelsmann Foundation, according to which Executives are particularly resilient and therefore more successful. It seems as if John C. Maxwell also suspected that such study results were correct. Because he stated: “You can only lead others if you have yourself under control”.
Maxwell gives his readers funny riddles that make them think. Like this one: “Five frogs are sitting on a block of wood. Four decide to jump yourself. How many stay up? Straight answer: five. Because deciding on something doesn't necessarily mean doing it."
John C. Maxwell is one of the world's most renowned executive trainers. His most important guiding principle is “lead yourself”. And that's exactly what he guides in “The 15 Laws of Success”. Good reading for everyone who wants to systematically put himself on the road to success.
It's about 180 grade turned self-imposed leadership knowledge. And has to do with the same errors and resistances that in the Guide of employees can occur.
Such errors, which John C. Maxwell clears up first, are called: “I develop myself further automatically.” Or "I don't know how to grow." Or "Now is not the time." It's certainly not rocket science that John Maxwell is bringing up. But he provides exactly the right ones Ask.
The 15 laws described below also lift the Welt not off the hinges - but they are lasting reminders to concentrate on a few essential things.
Maxwell has been in the for decades Business and he masterfully understands his message peppered with anecdotes, quotes and examples in such a way that it sticks.
As in the example with the frogs. And exactly on such examples will also clearhow one's own ability or inability affects leadership behavior. A factor that is often neglected.
"If you value yourself little, don't be surprised that the world sees it no differently." Elsewhere it says: "The secret of success lies in the daily routine."
What you do has consequences. What don't do, too. It is fundamental truths like these that Maxwell systematizes and makes plausible. Whether the book “works” depends entirely on its readers.
It is not a blueprint for a successful life but a book full of questions and suggestions. Those who do not want to leave personal development to chance can only benefit from these questions - and the possible answers.
This also applies to executives: Who from Employees rises to the position of manager usually only has little time to settle into his new role, to get to know the demands now placed on him and to meet them. How does the leap from employee to manager succeed?
Managers also need leadership when they are promoted “overnight” from team member to department manager. Then a role change is announced, which must be visible in self-portrayal, communicative skills and a universal role model function.
Stefan Bartel will help you in his well thought-out guide “1 × 1 der Communication for executives ”with lots of clever tips for this task.
To start, you should place your new function in the Head anchor and discard old ways of working and dealing. Otherwise you will unintentionally give yourself the image of a "highly paid clerk" - that's what you want Executive don't you don't want to. And that is at the expense of the company when the “leadership vacuum” becomes noticeable for everyone.
Better: Approach the new challenges and obligations systematically. A bit more Distance belongs to the old colleagues. And the immediate “availability when it burns.” Bartel puts it in a nutshell: “Make a conscious decision to take on a leadership role, see difficulties as opportunities.
So that the new challenges do not weigh overwhelmingly on your shoulders, work on your profile. you Objective: “Strengthen and Strengthen weaknesses manage." In day-to-day business, you demonstrate leadership responsibility by doing your work efficiently to organize (“Better to do the right things than to do things right”) and delegate.
Above all, you should align your personal leadership style with the poles “authenticity” and “empathy”. It's not that difficult at all if you follow the tips, examples and exercises that Bartel will give you for negotiating, Team - or provide conflict discussions. Well written and very useful!
Congratulations on getting the suffix “Senior” on your business card. However, this does not automatically make you a role model and mastermind for your employees.
But you can grow into it! In “1 × 1 of communication for executives”, author Stefan Bartel prepares the youngest elite for the professional and human challenges of the new management function. Really good - of course also for older vintages!
There are thousands of books on the subject of “becoming successful” and “Career make". What none of these books say is tips like, “Be arrogant. Don't listen to yours customers. Treat your employees like they are idiots. Act like an asshole." But if you read the Inside Apple report, you will see that these were exactly Steve Jobs' recipes for success. Should you copy it? Her decision!
You should not talk badly about the dead. Unfortunately, or fortunately, Adam Lashinsky does not stick to it. His report on the most successful and valuable IT company in the world is more like a revelatory romance than a non-fiction book.
In “Inside Apple”, Lashinsky takes you through the mysterious Apple campus and takes you to internal strategy meetings. It is incredibly exciting and often surprising. Because Lashinsky never leaves a mouthful when he talks about lousy machinations and human abysses.
Above all, the book massively shakes the aura of what was once the most important manager and visionary in ITIndustry: Steve Jobs. The ex-Apple boss is portrayed as a self-absorbed loner, "narcissistic moody, disregarding the feelings of others".
At the same time, Lashinsky also describes how Jobs' authoritarian management style was able to lay the foundation for the universal triumph of the current i products. Jobs always went his own way, without ever doubting his decisions. “It is well known that Jobs decided what customers wanted. He didn't ask her about hers Opinions".
Secrecy is an integral part of Apple's corporate culture. Employees often do not even know what their own colleague is working on. Talking about one's own projects, according to Lashinsky, is taboo - even in the circle of Family.
Because if you talk too much, you fly. The Anxiety before sanctions still seems to be ubiquitous at Apple and not just limited to the lower posts. "In fact, there's a popular saying at Apple: Everyone who's in Apple wants to get out, and everyone who's not in wants to get in."
In his book, Lashinsky also describes in detail the post-job era with Tim Cook at the top, whom he publishes as a pedant in love with the table, "without any humor".
And connects the prognosis that Apple will also release successful products after Jobs, the enormous pressure of expectations as Innovator the entire IT world can no longer meet.
Sounds like a farewell, but is the logical consequence of an ongoing development, which Lashinsky impressively tells.
Conclusion: "Inside Apple" is a very critical look into the most important minds and behind the scenes of the computer group. The book will polarize, not only because of the relentlessly open narrative style. If you want to understand what made Apple so successful, you have to read it.
We all spend a lot of time developing our Money zu to earn. To fritter away because we don't care about profitable forms of investment. The provocative book “100% with shares” shows that there are many possibilities. Although, as the author Alfred Maydorn shows, 100% seems to be an understatement.
You know the products from Apple for sure, but do you know what percentage the stock rose from 2003 to 2011? By 200% - or 500% or even by 1000% - who offers more? The stock was valued at about $2003 in early 7 and was trading at about $2011 at the end of 385, an increase in value of over 5.000%.
And even for euro investors there would still have been more than 4.000%. You could have become a millionaire with a bet of around EUR 25.000. It would have been even easier with Amazon. The Onlinebookseller went public in the summer of 1997 at a price of €1,75.
In the wake of the Internet type of the turn of the millennium, the price rose to over € 100 and then suddenly plummeted again. It hit its low in 2001 at € 6,40. Since then the course has been climbing inexorably. At the end of 2011, it was trading at just under € 150, an incredible 8.500% increase in value. If you had invested in the company's shares 14 years ago, € 12.000 would have been enough to make you millions of dollars. Had ...
That you can make a lot of money on the stock exchange is undeniable. If, yes, if you set to the right values. Because German standard values, such as those represented in the DAX, have earned a meager 1997% return since 50.
These are 3% a year and thus just the inflation rate. Since its low point in the year 2003 after the Technoblasen-Crash, the index has nevertheless increased by almost 200%. But this is only for the consolation, which have not just invested to highs and therefore still have losses of almost 25%.
That information technology would become the growth market of the next few years could have been known by the end of the 1990s. But could you have known that Apple can free itself from a decade-long agony with the iPod?
Because until then, the share price had been bobbing with a brief interim high in 2000 since the IPO in 1980, i.e. almost 25 years around its issue price. And if one could have known which of the numerous internet booths that made it onto the stock exchange around the turn of the millennium, one Future and not end up as a worthless penny stock? That Amazon and not any other online shop would become a global corporation?
Nevertheless: The book with the provocative title "100% with shares" is recommended. Author Alfred Maydorn, expert on growth stocks and 20 years at Shop In his loosely written, inspiring and pleasantly modest book, he advertises his market letter a little, but also for much more than that: for the Courage to the risk.
With investments in young growth companies, even private (small) investors can make fantastic profits with manageable stakes and without hedge and lever hocus pocus. And he rightly pleads for acting on his own.
Because the professionals do not just know better than you or me, they have good reasons not to swim against the current. The risk is simply too high. If they tap several times, the job is at risk. Then rather lie with the mass wrong! If you want to delegate, then you prefer to bet on low-priced index funds.
We will continue to experience stock market tales like those of Apple, Amazon and Co. in the future. Maydorn is right there too. Maybe with the social media giant Facebook, which is currently planning its IPO and is already rated higher than Amazon. Or with one Companys, whose name we still don't know and which is currently developing how we can revolutionize our energy supply. Because: “Nothing is as powerful as a Idea, whose time has come” (Victor Hugo)!
Surely speculation with stocks of young growth companies is not suitable as a basic investment for old-age provision. But whoever has the courage to risk some time and enough money, of course, will read Alfred Maydorn's book with profit. And after that, you might even get a good profit. Good luck!
"The fifth Discipline” was first published in 1990 and has long since become a classic. Peter M. Senge shaped the here Term and the principle of the “learning organization”. He sees companies not as cash cows who will sooner or later dig up the water for themselves and others, but as part of the whole.
"Our inability to comprehend and handle the world's increasingly complex systems is at the root of most of humanity's problems." This basic conviction was the starting point for Peter M. Senge's draft of a new way of thinking about management. Quote: “A learning organization is a place where People continually discovering that they create their own reality."
Peter M. Senge does not see companies as cash cows that will sooner or later dig the water out for themselves and others. Rather, he gives companies the tools to Handto develop and to be recognized as part of the whole. He describes these tools succinctly as the “Five Disciplines”, with the “Fifth Discipline” being of particular importance.
As in sports, Senge sees a discipline as a set of specific processes, as a method. And this Methods must be learned and practiced until they sit. They turn a static company into a learning organization. These are the five disciplines:
The cosmos in which Senge develops the five disciplines is large. It ranges from personal development to an empathetic understanding of the world. Peter M. Senge is also making an important contribution to what is happening today “sustained to do business”.
A great book that gave a paradigm shift in management. It remains to be hoped that the mastery of the five disciplines will become self-evident in all organizations as soon as possible.
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Oliver Ibelshäuser is a journalist and owner of the editorial office Text und Vision. He was a senior editor for various computer magazines, has worked for Microsoft, among other things, in localization, authored IT specialist books and advises companies on IT security issues. He is also a lecturer at a private school in Munich. As editor of the review portal Roter-Reiter, he regularly writes reviews. All texts by Oliver Ibelshäuser.
Wolfgang Hanfstein is among other things co-founder and editor-in-chief of Managementbuch.de, the leading bookstore for executives, entrepreneurs and the self-employed. Wolfgang Hanfstein is co-founder and editor-in-chief of the review magazines Managementbuch-Review.de and www.roter-reiter.de. as well as from Managementbuch.de, the leading bookstore for executives, entrepreneurs and the self-employed. For many years he has been evaluating and reviewing the relevant new publications in the areas of business, management and self-management. To do this, he combs through the programs of all the major publishers with the editorial team of Managementbuch.de. With the aim of guiding readers to the right book quickly. And to win a lot of readers for good books. All texts by Wolfgang Hanfstein.
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