It's the People!: What Really Drives Great Management and Leadership Paperback – 1 Nov 2010
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"John Dembitz's new book bursts with energy. Drawing on decades of useful experience, Dembitz sets out some vigorous (and timeless) principles about the vital task of managing people" - Stefan Stern, former management columnist at the Financial Times, now director of strategy at PR firm, Edelman. "John Dembitz's refreshing, punchy style makes this that exceptional management book which will be read with enjoyment and kept close at hand for future reference" - David Tyler, Chairman of J Sainsbury plc. "It's the People is merciless in its commonsense pointers, that are brought to life by timely personal vignettes...This book is a must-read for policy-makers and practitioners alike" - Nick Shreiber, former CEO of Tetra Pak Group and now Chairman of Nick Shreiber & Associates, LLC. "A truly readable, pragmatic, pithy book - from someone who's seen leadership and management from many angles" - Max Landsberg, global bestselling author of The Tao of Coaching and The Tools of Leadership. "Drawing on his extensive diversified career, John Dembitz has produced a down-to-earth, highly readable, overflowing cornucopia of practical, jargon-free suggestions of how to interact with people" - Henry Strage, former Senior Director of McKinsey & Company.
About the Author
John Dembitz is currently non-executive chairman to a number of private and public quoted companies. Before that, he was a consultant at McKinsey & Co and CEO of communications firm Valin Pollen.
Top customer reviews
And, of course, the best managers never stop learning, which means that experienced, senior managers will also find that an investment of their limited time in reading 'It's The People' will pay off. It's full of timely reminders of the value of youth, fresh ideas and practical leadership - I've been managing people for 24 years and I've definitely benefited from this refreshment of my views on management.
What's remarkable is that the power of the book isn't really taken from new ideas, though experienced managers will find lots of good ideas they weren't aware of, it's from an incredibly practical, useful and accessible telling of the fundamental stories of management.
Dembitz mentions that he was a pupil of Charles Handy at the LSE and it shows in his championing of the value of young people, his cutting through the jargon and double speak, and in his 'apply this now' practical application.
That point about youth is important: John Dembitz is, I think he would admit, in the golden senior stage of his business career, and he isn't saying 'throw out the oldies and let the youngsters have a go', no he's saying something more subtle and important - new graduates and young workers have an intrinsic value in their freshness, world-view, lack of cynisism and lack of exposure to 'the way things are done'. Therefore, Dembitz, suggests, senior managers must attract, nurture and look after those people rather than exploit their youth and relative lack of experience through low-pay, long hours, unfair internships and hierarchical structures.
My eldest daughter is 21 and will graduate in just over a year - I hope she then goes on to work for somebody like John Dembitz. It will mean she is at a company that values people, that is successful and that is a fun, balanced, place to work. This book shows managers how to build just such a place and it should be on your shelf as a result.
A rapid and inspiring read which is invaluable to both the young people manager and the seasoned. The former will find well exampled pithy guides that will help them build respect and performance in their business careers; the latter, like me, will kick themselves and say - "but its obvious, why didn't I do it!"
I have just ordered another 5 copies for my business colleagues - do the same - you will not regret it.
The best tips are the simple ones but they're just so easy to get wrong (as many businesses do) but if you think and act straight away to treat the people well then the results WILL be dramatic.
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