Decision Making Problem Solving

Pivot Points: Five Decisions Every Successful Leader Must by Julia Tang Peters

By Julia Tang Peters

Pivoting For Pace-Setting Leaders
In the ocean of management recommendation, Julia Tang Peters' Pivot Points stands proud like a beacon.  during the tales of 5 inspiring and approachable leaders, this attractive learn brings alive the position of pivotal judgements that flip traditional careers into management trips.    Take an extraordinary investigate the on-the-job means of bringing jointly the technology of administration and the paintings of management, and get beneficial insights for turning the inevitable pivot issues of careers into fortuitous judgements that turn out pivotal. 
  
With a self-diagnostic questionnaire in keeping with the book's designated framework, it is easy to establish indicators of complacency and drifting in addition to how one can consistently hook up with your ardour to satisfy your aspirations.   Pivot Points will consultant you within the strategies of understanding while and the way to make those tricky judgements and discovering your individual route to unparalleled effects. achieve sensible insights from this useful relief for pro improvement of excessive achievers in each occupation degree.

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Pivot Points: Five Decisions Every Successful Leader Must Make

Pivoting For Pace-Setting LeadersIn the ocean of management suggestion, Julia Tang Peters' Pivot issues stands proud like a beacon.  during the tales of 5 inspiring and approachable leaders, this attractive learn brings alive the function of pivotal judgements that flip traditional careers into management trips.

Additional info for Pivot Points: Five Decisions Every Successful Leader Must Make

Sample text

We were Abelson-Frankel yet operated as two separate agencies. People chose sides. There were Marv’s people, and there were Bud’s people. In order to get rid of the problem, I put this plan together to buy or sell. I could have gone either way, buy or sell. It didn’t Idea—Bud Frankel 33 make any difference to me. But we had to stop what we were doing. He chose to sell. So we separated in 1981. At that point, we had about 100 people. It was a fairly smooth split. Marv got a lot of money plus the right to hire any of the people he wanted and to take his clients with him.

He genuinely relished knowing everyone by his or her name and the names of employees’ spouses, partners, children, and even their parents. He looked for people motivated to make money but driven by more than money. He wanted to know what made the person tick. He looked for people with varied interests and hobbies because a person of many talents brings fresh dimensions to the work and culture. Until the head count grew to more than 400 people, Bud personally interviewed for key hires, and he worked at indoctrinating new hires to become believers in the Frankel way.

Success with key clients, including McDonald’s, Idea—Bud Frankel 17 Citibank, Visa, Federal Express, and the United States Postal Service put Frankel on the map as an innovative marketing agency. By the end of the 1980s, major advertising agencies wanted to buy Frankel. Bud walked away from those overtures steadfast in his desire to remain independent. Each of Bud’s pivotal decisions built more momentum and took the company to the next level and continually established it as an industry leader.

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