Download Leadership the Hard Way: Why Leadership Can't Be Taught - by Frohman D., Howard R. PDF

By Frohman D., Howard R.

Management the not easy manner offers a style of residing and dealing which may actually facilitate the educational of management. Their technique indicates tips on how to pass opposed to the present, struggle traditional knowledge, and include the unforeseen. it really is approximately trusting oneself and valuing instinct, rules, and mind's eye up to demanding talents and research. Frohman combines his counterintuitive rules with studies from his personal background?from escaping the Nazis as a toddler to turning into a number one innovator within the semiconductor industry?to convey how readers can construct their very own management skills. A leader?s values and character, he finally finds, are the single definite resource of balance in a global of continuing swap.

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Additional resources for Leadership the Hard Way: Why Leadership Can't Be Taught - And How You Can Learn It Anyway

Sample text

In one case, for example, I learned that a woman with five children had been summarily rejected for a midlevel position in the HR department in Haifa. When I asked why, I was told “She has five kids and lives too far away. ” Not good enough, I told them, and I simply forced the center to hire her (today, she is running the HR department). It took nearly a decade of pushing back against the organization to increase significantly nontraditional hires at Intel Israel. For example, at one point I began insisting that 50 percent of our new hires must be women.

Indd 19 2/2/08 10:48:31 AM 20 LEADERSHIP THE HARD WAY seem unreasonable at first, but in fact often provides something that you should take into account. But although debate, dissent, and constructive criticism are essential, it’s a mistake to seek “consensus” before making a change—especially major ones affecting the fundamental direction of the organization. The more radical the change, the less possible it is to develop a consensus in advance. So let all views be heard, but in the end, it will be up to you to make the final decision.

We never quite reached that goal. But because we had it as a goal, we ended up having many more women at Intel Israel than one would find at a typical Israeli company—or even in the semiconductor industry in the United States. Eventually the pushing paid off. To give just one example: as of this writing, of the roughly thirty plant managers running Intel’s seventeen semiconductor fabs around the world, only five are women—and of those five, two are in Israel. One, Maxine Fassberg, is a former high school chemistry teacher.

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