By Hamish McRae
A full of life, enticing and counterintuitive exploration of luck tales from around the globe, and what Michelle Obama often called ‘the flimsy distinction among luck and failure’.
In this vigorous and counterintuitive exploration of luck tales from around the globe, award-winning journalist Hamish McRae takes the reader on a desirable trip in pursuit of the flimsy distinction among triumph and failure. Why perform a little projects take off whereas others flounder? How have a few groups controlled to accomplish lots whereas others fight? What distinguishes the great businesses from the bad?
This considerate, attractive examine a number of the world’s maximum luck tales presents an confident and eminently functional advisor to what works and why. What classes will we research from the strangely well-ordered Mumbai group made well-known via ‘Slumdog Millionaire’? Why have Canadian manners helped Whistler develop into the preferred ski hotel in North the USA? How has Zurich constructed the world’s such a lot in demand anti-drug regulations? and the way has Hong Kong used playing earnings to assist its citizens benefit from the maximum point of financial freedom at the planet?
Drawing existence classes from the nice principles placed to paintings on each continent – from the US to Europe, from Africa to Asia and Australasia – McRae’s tales are as striking as they're inspiring. we're higher positioned now than we've got ever been to make strong offerings in regards to the way forward for our species and our planet. but when we're to stand the numerous demanding situations forward, we need to try and study from one another. ‘What Works’ will depart you entertained, trained and, eventually, enlightened as to what each one folks can do to make successes of our companies, our groups and our lives.
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Extra info for What Works: Success in Stressful Times
In retrospect, it can be seen that a minor investment in training and equipment - made a few years earlier - would have avoided the problem. As Machiavelli puts it: The following general rule is never or rarely wrong: whoever is the reason for someone else attaining power will come to ruin; because that power was given either through cleverness or through brute force, and both of these are suspect to whoever has become powerful. (III-14). Did you ever see a newly promoted manager proceed to put aside precisely those people who helped him to achieve the new rank?
Innovation will also fail if it is imposed from above without first building a consensus. What Machiavelli says is that both consensus-building and assertion of authority are necessary in most cases. Personally, I have never seen any significant change happen without both extensive consensus-building and assertion of authority . The consensus-building prepares people to accept the imposition of authority. But they won't change the way they work unless they ar e 42 forced to. A recent study of chief executives indicates that the overwhelming majority favor participative management, an essential condition for consensus-building.
Cases abound of entrepreneurs who had the good luck to encounter timely inventions or marketing techniques, on which they built industrial enterprises such as General Electric, RCA, or McDonald's. But cases also abound of failures like those of Studebaker Automobiles or Eastern Airlines. Shakespeare expressed Machiavelli's observation in poetic terms: 40 "... Best are those Whose blood and judgement are so well commingled That they are not a pipe for fortune's finger To sound what stop she pleases Those who have become bosses through their own skill, acquiring authority with difficulty, retain authority easily: indeed, the difficulties that they have to acquire authority come in part from new ideas and methods that they ar e obliged to introduce in order to attain authority.