This new, updated edition of Leadership and the One Minute Manager reflects the latest thinking about Situational Leadership® II. Written as a parable, it tells the story of an overworked entrepreneur who learns from the One Minute Manager how to get the most out of a diverse team by becoming a situational leader.
This is a
book to read and reread until being a situational leader becomes second nature
to you in your leadership roles at work, in your home, and in the community.
It is another personal development or self motivation book that I read and honestly speaking, I liked the content and flow. This is the book I met with Ed Mylett and after completing the reading of this book, I started to follow Ed in twitter which is a sign that I liked him. I have 9 pages of highlights from Ed's book. I have read the last part of the book in a Starbucks with a melancholic mood and the book was a great friend for me at that time and place. So let's see what I highlight:
At its core, The Power of One More is about your willingness to do one more rep, make one more phone call, get up one hour earlier, build one more relationship, or do one more thing for whatever your situation calls for.
The individual thoughts and actions you take don't need
to be profound. However, when you compound these small thoughts and actions and
stack them up on top of each other, the resulting changes over time are profound.
“Winning is more fun than fun is fun.”
They always say time changes things, but you actually
have to change them yourself.
—Andy Warhol
Deep inside, you know what's true about you.
What we perceive about ourselves is what we believe
about ourselves.
Nobody is ever always right. As a child, you accepted
much of what you were told, right or wrong. Your identity became the good and
the bad parts of how other people influenced you. The unfortunate thing is that
you were defenseless. Your critical thinking skills did not exist to give you
the tools you needed to survive in the world.
As you grew older, you began to confirm your identity.
If someone said you weren't a good student or a lousy athlete, that became a
part of your identity. You still didn't have the capacity to disavow what you
were being told. You grew into adulthood, and you carried with you these
beliefs about yourself. Your identity had taken root. Your limitations became a
part of you, and because they were so ingrained, you weren't even sure where
they came from.
The book by Cal Newport, "A World Without Email" is his attempt to tackle the crisis of focus and communication overload. To pull together—for the first time—everything we now know about how we ended up in a culture of constant communication, and the effects it’s having on both our productivity and our mental health, as well as to explore our most compelling visions for what alternative forms of work might look like.
When our results fall short of our expectations, the inner critic finds an opening and steps on stage. Many of us believe that if we fail to be more productive, lose weight, or exercise regularly then something must be wrong with us. If only we were better people, we wouldn’t have failed. If only we had followed that program to the letter or kept those promises to ourselves, we would have succeeded. We just need to get our act together and pull ourselves up by our bootstraps and do better. Right?
Nope.
Sorry. Not right.
Plenty of experts argue that anyone who wants to develop a skill, play an instrument, or lead their field should start early, focus intensely, and rack up as many hours of deliberate practice as possible. If you dabble or delay, you'll never catch up to the people who got a head start. But a closer look at research on the world's top performers, from professional athletes to Nobel laureates, shows that early specialization is the exception, not the rule.
David
Epstein examined the world's most successful athletes, artists, musicians,
inventors, forecasters and scientists. He discovered that in most
fields--especially those that are complex and unpredictable--generalists, not
specialists, are primed to excel. Generalists often find their path late, and
they juggle many interests rather than focusing on one. They're also more
creative, more agile, and able to make connections their more specialized peers
can't see.
What's the secret to being indispensable a true go-to person in today's
workplace? Bruce Tulgan, the author of the book “The Art of Being Indispensable
at Work” analyzes, provides vignettes, and summarizes for us the essence of how
to be that indispensable go-to person. Do you want to be a better leader, a
better performer, perhaps number one in your peer group? Read this book.
This book could be the most practical and immediately usable book I have
ever read. With this guide, anyone can start building an upward spiral of real
influence.
