9780062835987 - You Can't Know It All: Leading in the Age of Deep Expertise di Wallace, Wanda T. (27 risultati)

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Condizione: Very Good. Pages intact with possible writing/highlighting. Binding strong with minor wear. Dust jackets/supplements may not be included. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Condizione: As New. Like New condition. Very Good dust jacket. A near perfect copy that may have very minor cosmetic defects.

Hardcover. Condizione: Good. No Jacket. Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less.

Hardcover. Condizione: Good. No Jacket. Former library book; Pages can have notes/highlighting. Spine may show signs of wear. ~ ThriftBooks: Read More, Spend Less.

Hardcover. Condizione: Very Good. No Jacket. Former library book; May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Hardcover. Condizione: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condizione: Very Good. The book has been read, but is in excellent condition. Pages are intact and not marred by notes or highlighting. The spine remains undamaged.

Condizione: Como nuevo. : En este libro, Wanda Wallace ofrece una guía práctica para líderes que necesitan ir más allá de su área de especialización. Explica cómo agregar valor como líder al tratar con responsabilidades crecientes sobre las que se tiene poco conocimiento detallado. El libro ofrece estrategias para combinar la experiencia con las responsabilidades de liderazgo y brinda consejos esenciales sobre el cambio fundamental en la mentalidad que esto requiere. Es una guía valiosa para gerentes novatos y experimentados, así como para profesionales de recursos humanos y mentores. EAN: 9780062835987 Tipo: Libros Categoría: Negocios y Economía Título: You Can't Know It All Autor: Wanda Wallace Editorial: Harper Business Idioma: en Páginas: 240 Formato: tapa dura.

Condizione: New. pp. 288.

Condizione: New.

Condizione: New. pp. 288.

Condizione: As New. Unread book in perfect condition.

Hardback. Condizione: New. Today's organizations are packed full of experts in every area from marketing to risk to sales to IT. Many of these people are also leaders, heading teams or large departments. They are followed because they know more than the rest of their group. They are followed because of their credibility as experts. The toughest transition in business comes when expert leaders are asked to move beyond their expertise and lead a less homogenous group. Suddenly, experts face a new set of problems. They struggle to gain basic competence in dozens of areas without having to become the expert in every aspect. In Wanda Wallace's experience, this move-from expert leader to a broader kind of authority-requires a new mindset about how to lead.Wallace explains what few people understand-how to add value as a leader when you're dealing with an ever growing set of responsibilities over which you have little detailed knowledge. The work you do and the way you interact with people must also change. Managing now requires a light touch and a different approach to delegation. Above all, managing is about recognizing that while you may not do all the work of your team, you must enable the team to do the work. In this world, trust becomes essential.In You Can't Know It All, Wallace presents the coaching model she has developed to address the challenges of this transition. She offers strategies for individuals to navigate their new roles and learn to combine their expertise with their leadership responsibilities. She gives essential advice on the fundamental change in mind-set that this requires. This invaluable handbook offers novice and experienced managers alike insights into their own careers, explains why their star performers may suddenly be floundering, and provides essential tools for guiding development.

Hardback. Condizione: New. Today's organizations are packed full of experts in every area from marketing to risk to sales to IT. Many of these people are also leaders, heading teams or large departments. They are followed because they know more than the rest of their group. They are followed because of their credibility as experts. The toughest transition in business comes when expert leaders are asked to move beyond their expertise and lead a less homogenous group. Suddenly, experts face a new set of problems. They struggle to gain basic competence in dozens of areas without having to become the expert in every aspect. In Wanda Wallace's experience, this move-from expert leader to a broader kind of authority-requires a new mindset about how to lead.Wallace explains what few people understand-how to add value as a leader when you're dealing with an ever growing set of responsibilities over which you have little detailed knowledge. The work you do and the way you interact with people must also change. Managing now requires a light touch and a different approach to delegation. Above all, managing is about recognizing that while you may not do all the work of your team, you must enable the team to do the work. In this world, trust becomes essential.In You Can't Know It All, Wallace presents the coaching model she has developed to address the challenges of this transition. She offers strategies for individuals to navigate their new roles and learn to combine their expertise with their leadership responsibilities. She gives essential advice on the fundamental change in mind-set that this requires. This invaluable handbook offers novice and experienced managers alike insights into their own careers, explains why their star performers may suddenly be floundering, and provides essential tools for guiding development.

Hardcover. Condizione: Used; Very Good. **SHIPPED FROM UK** We believe you will be completely satisfied with our quick and reliable service. All orders are dispatched as swiftly as possible! Buy with confidence! Greener Books.

Condizione: New. 2019. Hardcover. . . . . .

Condizione: New. pp. 288.

Condizione: As New. Unread copy in mint condition.

Condizione: New. Brand New.

Condizione: New. 2019. Hardcover. . . . . . Books ship from the US and Ireland.

Hardcover. Condizione: Brand New. 288 pages. 9.00x6.00x0.97 inches. In Stock.

Hardback. Condizione: New. Today's organizations are packed full of experts in every area from marketing to risk to sales to IT. Many of these people are also leaders, heading teams or large departments. They are followed because they know more than the rest of their group. They are followed because of their credibility as experts. The toughest transition in business comes when expert leaders are asked to move beyond their expertise and lead a less homogenous group. Suddenly, experts face a new set of problems. They struggle to gain basic competence in dozens of areas without having to become the expert in every aspect. In Wanda Wallace's experience, this move-from expert leader to a broader kind of authority-requires a new mindset about how to lead.Wallace explains what few people understand-how to add value as a leader when you're dealing with an ever growing set of responsibilities over which you have little detailed knowledge. The work you do and the way you interact with people must also change. Managing now requires a light touch and a different approach to delegation. Above all, managing is about recognizing that while you may not do all the work of your team, you must enable the team to do the work. In this world, trust becomes essential.In You Can't Know It All, Wallace presents the coaching model she has developed to address the challenges of this transition. She offers strategies for individuals to navigate their new roles and learn to combine their expertise with their leadership responsibilities. She gives essential advice on the fundamental change in mind-set that this requires. This invaluable handbook offers novice and experienced managers alike insights into their own careers, explains why their star performers may suddenly be floundering, and provides essential tools for guiding development.

Condizione: New. In Wanda Wallace s experience, this move-from expert leader to a broader kind of authority-requires a new mindset about how to lead.Wallace explains what few people understand-how to add value as a leader when you re dealing with an ever growing set of resp.

Hardback. Condizione: New. Today's organizations are packed full of experts in every area from marketing to risk to sales to IT. Many of these people are also leaders, heading teams or large departments. They are followed because they know more than the rest of their group. They are followed because of their credibility as experts. The toughest transition in business comes when expert leaders are asked to move beyond their expertise and lead a less homogenous group. Suddenly, experts face a new set of problems. They struggle to gain basic competence in dozens of areas without having to become the expert in every aspect. In Wanda Wallace's experience, this move-from expert leader to a broader kind of authority-requires a new mindset about how to lead.Wallace explains what few people understand-how to add value as a leader when you're dealing with an ever growing set of responsibilities over which you have little detailed knowledge. The work you do and the way you interact with people must also change. Managing now requires a light touch and a different approach to delegation. Above all, managing is about recognizing that while you may not do all the work of your team, you must enable the team to do the work. In this world, trust becomes essential.In You Can't Know It All, Wallace presents the coaching model she has developed to address the challenges of this transition. She offers strategies for individuals to navigate their new roles and learn to combine their expertise with their leadership responsibilities. She gives essential advice on the fundamental change in mind-set that this requires. This invaluable handbook offers novice and experienced managers alike insights into their own careers, explains why their star performers may suddenly be floundering, and provides essential tools for guiding development.