Download PDF , by Rajendra Sisodia
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, by Rajendra Sisodia
Download PDF , by Rajendra Sisodia
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Produktinformation
Format: Kindle Ausgabe
Dateigröße: 1855 KB
Seitenzahl der Print-Ausgabe: 255 Seiten
Verlag: Penguin (6. Oktober 2015)
Verkauf durch: Amazon Media EU S.Ã r.l.
Sprache: Englisch
ASIN: B012UTQ5WK
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Durchschnittliche Kundenbewertung:
4.5 von 5 Sternen
2 Kundenrezensionen
Amazon Bestseller-Rang:
#326.239 Bezahlt in Kindle-Shop (Siehe Top 100 Bezahlt in Kindle-Shop)
For everybody who is interested in people, purpose and performance, this is a useful 'how to' case story from a privately run firm in the world of engineering. The added value is the application in the firm of chapman at all levels in the organisation of his view that people matter.He proofs that your culture can be your strongest asset. Not only if you depend on software wizards or generation Y. But everywhere.
Sehr gut, wobei eine Ergänzung, Erweiterung um Beispiele aus der Praxis sehr sinnvoll wäre, damit sich der Leser auch an etwas konkretem orientieren kann
What Bob Chapman and Raj Sisodia have created in Everybody Matters is not only a beautiful and enduring message but so much more. It challenges each of us to embrace our own inner genius and liberate unselfish power in ourselves and others. Robert Kiel in Return on Character empirically demonstrated the business and personal benefit of virtuous leadership, and Bob Chapman offers a living example of how it can be done. When a leader is obsessed with creating a culture that puts people first everyone benefits--the leader, the workforce, the customer and ultimately society itself. Knowing yourself as you truly are connects you with the deepest sense of what is right and transforms you into a person who is profoundly connected with others. This is the inner transformation that embeds you in a sublime ecosystem where others thrive and where your expectations routinely exceed your wildest dreams. Everybody Matters extends the gifts of trust and empathy enjoyed by those fortunate enough to be part of Barry-Wehmiller to all of us. Read it, buy it for those you value and experience the transformative power for yourself.William D. Anton, Ph.D.
I had a colleague this past week suggest I read this book they'd stumbled upon 'cause apparently, "This guy sounds just like you!".Indeed I did enjoy it.I'd heard of the Barry-Wehmiller company before, having grown up in southern Illinois, it's a pretty familiar name to those close to the St. Louis metro area. But honestly - I had no idea that Barry-Wehmiller had so wholeheartedly embraced a philosophy of management that should be what lean managers strive for.The only part of the book that bothered me was the point in the book when they decide to adapt lean methods into their culture..."We scheduled a kickoff meeting in Green Bay with a group of senior leaders to lean about Lean and begin our continuous-improvement journey. On the first afternoon, a consultant gave an opening presentation on Lean. After forty-five minutes, I stood up and walked out of the room in frustration. The presentation was all about justifying bringing Lean tools into an organization because they help add to the bottom and get more out of people. The presenter actually said these words, "This will help you get more out of people." That's when I left the room......With fire in my voice, I said, "Brian, we are never going to have a Lean journey like that in our organization. We are not going to suck the life out of people and take advantage of them in that way. We are going to build a Lean culture focused on people or we're not going to do it at all."First, bravo Mr. Chapman for being principled enough to follow your own compass. Second, I'm very sorry that was the "lean" you were introduced to. I find it ironic and sad that Bob Chapman had to build a "Lean Culture focused on people" as if it were something new and different.Ironic because, had Bob gone to Toyota to learn the Toyota Production System he'd have found that's exactly what real lean is. Maybe not in the exact same way they've found to make it work at Barry-Wehmiller, but certainly within the same spirit.A real lean consultant would have known that:The Toyota Way is rooted in the concept of "Respect for People" and would never:overburden employeescreate an environment of fearthink of people as "heads" or "variable resources"Real lean knows that you cannot truly have continuous improvement, everywhere, all the time IF you don't respect people as people.Real lean knows that the best way to build / show respect for people is to trust them, listen to them, guide them, thereby - building better people.In this way, people are not a variable cost you want to flex up and down - but a fixed cost, or even a capital investment that continues to appreciate. Like a chunk of gold, that will increase in mass if you only appreciate it - or shrink if you ignore it.Bob may not have gone to Toyota, but according to his book he did meet with Jim Womack of the Lean Enterprise Institute. Poor Jim Womack even laments:"Bob, I can't believe I wrote this book that's been around the world, that a huge number of organizations in the country are embracing...I can't believe it hasn't changed the world"What does this say about us? What does it say that you can't almost hear the angst in Jim Womack's voice about the undelivered potential of this alternative way of management?You can practically hear Jim thinking, "How many times do we have to say this?"So many say they're lean consultants, OpEx professionals, etc...but why is it so rare to find a leader that can actually practice it?(let's be honest here...it's very, very, VERY rare.)There's also a section of the book detailing how they weathered the financial crash of 2008, asking all employees to share in the burden - rather than having a layoff and catastrophically impacting a few.This hit close to home for me - as the company I worked for at the time - did nearly the same thing. We did it a little differently, a single week at a time per month and we focused it on salary ranks rather than hourly (as well as giving up all bonuses and merit increases) but it was a similar strategy.Why would an organization do this? I explained this to another colleague a couple weeks ago:"Our clients don't care how great you did this year...or how great a team did, or a division...they see us as one company, one team. It's about time we thought of ourselves that way..."Business organizations don't get to succeed or fail in silos in the real world. This is a team sport - and good teams pick up the slack for a injured member. Bob Chapman and Barry-Wehmiller should be proud of what they're trying to do, the lives they've impacted, and those they might yet inspire to. I'm sure things aren't perfect, no company ever is. But if Bob is half as sincere as he comes across in this book, and they keep trying - they have a bright future ahead of them.
Everybody Matters gets to the heart of any business... the people. Bob Chapman's people centric leadership style is second to none. The proof is in his business, which is the "family", his team, within the business, and in the testimonials, including from Simon Sinek (Start With WHY). I loved every story, lesson, and insight. This is a must read for every business leader, especially for the huge corporations of the world who place such emphasis on financial performance only. Everybody Matters shares how to really impact your business and the world... by shifting to a focus on your people. "We measure success by the way we touch the lives of people" sums it up. Thank you Bob Chapman and Barry Wehmiller Co. Inc.
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