By Dov Frohman
Management the tough method offers a style of residing and dealing which can really facilitate the educational of management. Their technique indicates tips to move opposed to the present, struggle traditional knowledge, and embody the unforeseen. it truly is approximately trusting oneself and valuing instinct, rules, and mind's eye up to tough abilities and research. Frohman combines his counterintuitive principles with stories from his personal background?from escaping the Nazis as a toddler to changing into a number one innovator within the semiconductor industry?to express how readers can construct their very own management talents. A leader?s values and character, he eventually unearths, are the single certain resource of balance in a global of constant 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 (J-B Warren Bennis Series)
Example text
For all intents and purposes, the Van Tilborghs had become my family. But after all that had happened to European Jewry during the war, the Jewish community was determined to recover those children who had survived. Eventually the Van Tilborghs were persuaded that it was the best thing for me and, reluctantly, they gave me up. I lived the next few years in orphanages for Jewish children whose parents had died during the war, first in Antwerp and then in Marseilles, before sailing to the newly created country of Israel on the Theodore Herzl in 1949.
This viewpoint strikes me as unrealistic. In situations in which survival is at stake, a certain degree of fear is inevitable. Indeed, a healthy fear of failure can be a good—indeed, even an essential—thing. It helps break through organizational complacency (it certainly kept me focused when confronting that thunderstorm over the coast of Greece). With the right amount of fear, people perform better because nobody wants to fail. So leaders have to master a delicate balancing act. On the one hand, they must acknowledge the inevitable fear that survival situations engender; admit that, in a turbulent world, perfect security is not achievable; and, indeed, use that realistic fear to keep people on their toes.
Indd 13 2/2/08 10:47:35 AM 14 LEADERSHIP THE HARD WAY don’t get introduced into the chip-making process and ruin the semiconductors. There was no way we could build a whole new air-conditioning system while keeping the plant open. It had never been done anywhere—not at Intel or at any other semiconductor manufacturer. I tried to explain that this wasn’t a satisfactory answer. “Don’t tell me why it can’t be done,” I said. “Tell me how we can do it and what the costs will be. I don’t care how crazy the ideas are; just come up with something.