What do IT leaders (and, really, all business leaders) have to do to build their organizations and move them forward?
The first edition of "Leading IT: The toughest job in the world" gave you specific, proven techniques for all eight tasks of leadership. The Second Edition adds more. A lot more.
If you like metrics, it's nearly twice as long. If you like useful metrics, it isn't just longer - it has twice as much useful, practical advice, covering a broader range of topics than the first edition.
If you prefer specifics to metrics, here are just some of the new topics covered in the second edition:
> The importance of focus and alignment.
> Why leaders have to control their time - and how.
> The Edison Ratio and why it matters (yes, this is a teaser).
> Why employees who can't fail can't succeed.
> Why 'Holding Employees Accountable' is a terrible idea.
> When and how to terminate an employee.
> The role of achievement in employee motivation.
> Why money is a terrible motivator but a terrific communication channel.
> How to measure the size of a team (hint: It isn't the number of members).
> Culture clashes and what to do about them.
> Lots and lots of new guidance on persuasion and facilitation.
> Leadership challenges new to the 21st century.
If you're tired of clichés and inspiring-sounding but empty rhetoric that's devoid of concrete guidance, this is what you're looking for: A relentlessly pragmatic book, designed to help you become a more effective leader.
The first edition of "Leading IT: The toughest job in the world" gave you specific, proven techniques for all eight tasks of leadership. The Second Edition adds more. A lot more.
If you like metrics, it's nearly twice as long. If you like useful metrics, it isn't just longer - it has twice as much useful, practical advice, covering a broader range of topics than the first edition.
If you prefer specifics to metrics, here are just some of the new topics covered in the second edition:
> The importance of focus and alignment.
> Why leaders have to control their time - and how.
> The Edison Ratio and why it matters (yes, this is a teaser).
> Why employees who can't fail can't succeed.
> Why 'Holding Employees Accountable' is a terrible idea.
> When and how to terminate an employee.
> The role of achievement in employee motivation.
> Why money is a terrible motivator but a terrific communication channel.
> How to measure the size of a team (hint: It isn't the number of members).
> Culture clashes and what to do about them.
> Lots and lots of new guidance on persuasion and facilitation.
> Leadership challenges new to the 21st century.
If you're tired of clichés and inspiring-sounding but empty rhetoric that's devoid of concrete guidance, this is what you're looking for: A relentlessly pragmatic book, designed to help you become a more effective leader.
