“The maverick’s way of conducting business forswears the leader as commanding general; it rejects the practice of top-down, authoritative command. Rather, it proposes the leader as catalyst, conscience, and inspirer . . . The true leader sees his job as setting an environment in which new ideas can emerge that neither he nor any other individual anticipated. That leap of imagination, that moment of genuine creativity, can only be inspired by a leader who encourages exploration and shows a willingness to consider a totally new approach.” --from Mind Your Own Business
The corporate misdeeds of self-serving executives during the high-octane economy of the 1990s have forced many people to rethink the qualities that make a strong leader. For sixty years, Sidney Harman, the chairman and CEO of the world’s premier manufacturer of high-end audio equipment, has stood apart from the crowd, building his business the old-fashioned way, by satisfying customers and, in doing so, making a healthy profit. His refreshingly employee-centric, bottoms-up approach to business is the secret of Harman International’s continuing success.
In Mind Your Own Business , Harman shares his visionary ideas about leadership, providing a welcome contrast to the bad behavior of business leaders recently dominating the news. Harman focuses on creating a culture of personal responsibility throughout his company. He likens his top management team to a jazz quartet that listens to and improvises with one another to create harmony. He stresses the need to do more for workers at every level because employees are the company’s most valuable asset. At Harman International, he has established in-house classrooms to teach English, basic math, health, and music, and encourages his employees to pursue their potential.
Now a hale and healthy eighty-five, Harman thinks that “an idea a day” is more important than the proverbial apple and that the key to a long life is a restless curiosity. In the bestselling tradition of Max DePree’s Leadership Is an Art , Mind Your Own Business is a frank, no-nonsense guide for those who want to bring strength, vitality, and values to their businesses—and to their lives.
See more like this in our Business & Economics eBooks section
Share your thoughts on the Mind Your Own Business Business & Economics eBook with others!
|Title of Business & Economics eBook: Mind Your Own Business|
|Release Date: 10-28-2003|
|Allowed Countries (hover)|
|Publisher: Crown Publishing Group|
This eBook download is available in the following formats:
|Parent title||Mind Your Own Business|
|Devices||Samsung Tablet, Apple Ipad & Iphone, Barnes & Noble Nook, Kobo eReader, Aluratek Libre, Iliad, Nokia, Blackberry, Hanlin|
|Note||ePub, short for electronic publication is one of our favorites and should be yours for a couple of reasons. ePub offers reflowable text giving you flexibility to manipulate how the content is presented. Moreover, lots of cool features are now being developed for the reader like advanced video and audio. ePub is now an industry standard, so all of the "non-propreitary" hardware manufacturers are now supporting it.|
Mind Your Own Business
Searching for Solid Ground
The dogmas of the quiet past are inadequate to the stormy present.
The occasion is piled high with difficulty and we must rise to the occasion.
As our case is new, we must think anew and act anew.
The Stormy Present
The revelations of corporate misbehavior and financial mischief we've seen recently, and the resulting fervor for reform, should surprise no one.
For decades American business had been in thrall to a pattern of management and development I call, with a nod to Michael Lewis,1 "The Old Old Thing." It was the old school of business, conducted by top-down, authoritative chieftains who were for the most part honest, hardworking, frequently unimaginative but diligent leaders. Its characteristics were long hours, specialists as department managers, and profit as the key to success. It was an American ethnocentric world. Global thinking was rare. Other markets were thought of as export opportunities. Technology played a modest role. It was a simpler world, a more realistic world, unadorned by financial magic. One never read of "proforma profits" offered as a distraction from disappointing real numbers. Cash flow was king. EBITDA (earnings before interest, taxes, depreciation, and amortization) was buried in footnotes, if it appeared at all. Earnings after interest, taxes, depreciation, and amortization were what counted. Debt was scorned. The cash register was an icon.
There were significant exceptions: the crazy days of takeover artists and leveraged buyouts, the rash of wild conglomerates. But for the most part, the old verities held.
Then came th