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By Rob LeBow, Randy Spitzer

Using a wealth of real-world examples, this leap forward ebook deals a brand new freedom-based administration paradigm that appreciably improves each element of business-from how we rent, compensate, and inspire humans to how we handle caliber matters, serve consumers, evaluate staff, and extra. responsibility tells the tale of Pete Williams, a hard-charging CEO, who meets Stan "Kip" Kiplinger, a retired businessman, in the course of a cross-country educate journey. Pete's production enterprise is in serious situation; productiveness is falling. he is attempted the entire well known administration methods, yet he cannot get his humans to be chargeable for assembly their goals.Kip issues out that each administration procedure Pete has used is eventually in line with controlling humans. instead of encouraging humans to be in charge, control-based platforms discourage responsibility via destroying people's feel of possession in their task. Kip introduces Pete to a brand new means of major humans in line with freedom-giving humans the...

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Extra info for Accountability. Freedom and Responsibility Without Control

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He realized that Kip was unfolding for him what would amount to revolutionary changes. He was an experienced manager and had grown up in a corporate environment that thrived on controls as its staple diet. He understood instinctively that each control element comprised part of an entrenched bureaucracy. 27 “Brad felt that internal competition and incentive plans were subtle forms of control,” continued Kip. “We talked about this for some time. ” Pete looked puzzled, then spoke. “I’m a little confused.

Pete leaned forward and quickened his pace. ” Pete paused and lowered his eyes before going on. A. to try and shore up the relationship. I frankly don’t know if I’m going to be looking for a new job myself when this is all over. ” Pete was still not looking at Kip but had his eyes on the floor. “I’m the genius who pushed everyone into this. Now I feel like a guy who’s walking the plank. And, to add to my troubles, the board recently placed a new CFO—a real numbers guy—at the helm of our financial department.

You cannot control people and ever expect them to be accountable. ” “OK, what I mean is that I realized that if we were going to abandon control-based thinking, we’d better know as much as we could about what old strategies we needed to abandon and what new strategies we were going to embrace. Ah, here it is,” Kip exclaimed as he pulled a paper from his briefcase. Without missing a beat, he continued. “I called it our transition plan. Jennifer and Brad helped me focus on this new approach and thinking.

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