Do nothing!: how to stop overmanaging and become a great leader

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Publisher:
Varies, see individual formats and editions
Pub. Date:
2012.
Language:
English
Description
Imagine you've just come back to work after a two-week vacation during which you actually relaxed, without calling in or checking e-mail. You discover that there are no pressing issues and that, on the contrary, your team scored a big new customer and fixed a nagging problem during your absence. No red flags or fires to put out.

Sadly, for most leaders this scenario is only a dream. They constantly check on what's happen­ing because they expect the worst (and usually get it). But Keith Murnighan shows that not only is "do nothing" leadership possible, it is also far more effective than doing too much.

Great leaders don't work; they facilitate and orchestrate. They think of great strategies and help others implement them. They spend their time preparing for the future. They take a comprehensive view of their terrain while also noticing key details so they can confidently choose the right forks in the road.

In other words, great leaders don't do any­thing--except think, make key decisions, help people do their jobs better, and add a touch of organizational control to make sure the final recipes come out okay. In sharp contrast, most leaders are too busy actually working to do these things--and their teams suffer as a result.

Do Nothing! 's practical strategies and true stories will show you how to set high expec­tations for your team and watch it rise to the challenge. It will help you establish a healthier culture by trusting people more than they expect to be trusted. And it will help you overcome your natural tendencies toward micromanagement so you can let people do their jobs--even when you know you could do their jobs better.

As Murnighan writes, "My experience suggests that you will be surprised--wildly surprised. Peo­ple on your team will reveal skills you never knew they had and will accomplish things that go far beyond your estimate of their capabilities. They might not do things the way you would do them, but they will get results you never expected. Every­one has hidden talents, and most leaders never discover them. Before you reject this approach, ask yourself: what if you did nothing and it actu­ally worked?"

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ISBN:
9781591845300
9781469001272
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Grouping Information

Grouped Work ID 0b9e6918-6684-ffe3-2287-71183fd93db4
Grouping Title do nothing how to stop overmanaging and become a great leader
Grouping Author murnighan john keith
Grouping Category book
Last Grouping Update 2018-10-01 03:48:06AM
Last Indexed 2019-04-20 04:27:19AM

Solr Details

accelerated_reader_interest_level
accelerated_reader_point_value 0
accelerated_reader_reading_level 0
auth_author2 Pratt, Sean.
author Murnighan, John Keith.
author2-role Pratt, Sean., hoopla digital.
author_display Murnighan, John Keith
available_at_boulder Boulder Main Library
detailed_location_boulder Boulder Main Adult NonFiction, Online Hoopla Collection
display_description Imagine you've just come back to work after a two-week vacation during which you actually relaxed, without calling in or checking e-mail. You discover that there are no pressing issues and that, on the contrary, your team scored a big new customer and fixed a nagging problem during your absence. No red flags or fires to put out. Sadly, for most leaders this scenario is only a dream. They constantly check on what's happenƯing because they expect the worst (and usually get it). But Keith Murnighan shows that not only is "do nothing" leadership possible, it is also far more effective than doing too much. Great leaders don't work; they facilitate and orchestrate. They think of great strategies and help others implement them. They spend their time preparing for the future. They take a comprehensive view of their terrain while also noticing key details so they can confidently choose the right forks in the road. In other words, great leaders don't do anyƯthing - except think, make key decisions, help people do their jobs better, and add a touch of organizational control to make sure the final recipes come out okay. In sharp contrast, most leaders are too busy actually working to do these things -and their teams suffer as a result. Do Nothing!'s practical strategies and true stories will show you how to set high expectations for your team and watch it rise to the challenge. It will help you establish a healthier culture by trusting people more than they expect to be trusted. And it will help you overcome your natural tendencies toward micromanagement so you can let people do their jobs - even when you know you could do their jobs better. As Murnighan writes, "My experience suggests that you will be surprised - wildly surprised. People on your team will reveal skills you never knew they had and will accomplish things that go far beyond your estimate of their capabilities. They might not do things the way you would do them, but they will get results you never expected. EveryƯone has hidden talents, and most leaders never discover them. Before you reject this approach, ask yourself: what if you did nothing and it actually worked?"
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lexile_score -1
literary_form Non Fiction
literary_form_full Non Fiction
local_callnumber_boulder 658.4092 Murn
owning_library_boulder Boulder Public Library
owning_location_boulder Boulder Main Library
primary_isbn 9781591845300
publishDate 2012
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recordtype grouped_work
scoping_details_boulder
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ils:.b19447917 .i24913923 On Shelf On Shelf false true true false false true 1, 2, 3, 4, 5, 6, 70, 7, 8, 9, 10, 11, 12, 13, 14, 17, 18, 19, 20
hoopla:MWT11217143 Available Online Available Online false true false false false false
subject_facet Industrial management, Leadership -- Psychological aspects
title_display Do nothing! : how to stop overmanaging and become a great leader
title_full Do nothing! : how to stop overmanaging and become a great leader / J. Keith Murnighan, Do nothing! : how to stop overmanaging and become a great leader [electronic resource] / J. Keith Murnighan
title_short Do nothing! :
title_sub how to stop overmanaging and become a great leader
topic_facet Industrial management, Leadership, Psychological aspects