By Jeffrey J. Fox
From best-selling writer Jeffrey J. Fox, how the savvy see chance -- and capitalize on itEconomic downturns separate the profitable businesses from the suffering. And as best-selling writer Jeffrey J. Fox exhibits, difficult occasions additionally provide good businesses, powerful managers, and strength rainmakers the chance to grab marketplace percentage. during this eminently readable, functional source for company leaders and bosses, Fox explains precisely how the savvy few who upward thrust to the head remain centred and alert, get new industry proportion, lease solid lately fired expertise, elevate investments into customer support, pace innovation, educate all buyer dealing with humans, make acquisitions, do away with underperformers, construct model names, pay for measurable functionality, and plenty more.Potential rainmakers, CEOS, advertising superstars, and nice bosses have lengthy became to Jeffrey J. Fox for recommendation. Now he exhibits precisely what to do to climate any weather.
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Extra resources for How to Be a Fierce Competitor: What Winning Companies and Great Managers Do in Tough Times
Charley was the last person in the office. Everyone else was getting ready for the Fourth of July holiday. The phone kept ringing until Charley answered. The person calling spoke haltingly, in heavily-accented English. It was difficult to understand even half of what the caller was saying, but Charley patiently pieced together the story. The caller’s boss had tasked him with finding a company that could make fire-resistant tent fabric. The caller had been contacting companies all over the world.
Talk to everyone in the company. Watch and listen. Look and listen with clear-headed realism. Don’t flinch from the facts. Don’t ignore unsettling evidence of trouble or problems. The dirtier the details, the more 27 How to Be a Fierce Competitor ominous the potential threat, the more important it is for leaders to get involved. Get involved early and intensely. In 1986, David Halberstam wrote a wonderful book, The Reckoning. The Reckoning outlined what American car makers were doing wrong and what non-American car makers were doing right.
This group had more influence than did Jackson’s official cabinet. To avoid detection the three advisors would come and go through the back door, in the kitchen. Great leaders have a kitchen cabinet all through their career. The kitchen cabinet is often one person. One trusted confidant. One consigliere. One of wise counsel and advice. Get a good kitchen cabinet, and it won’t matter how hot it gets in the kitchen. 36 C H A P T E R 16 Always Have a Plan R unning a business is like hosting a huge party— such as a festival, wedding, or state dinner—at which you want every invited guest to have a wonderful time, to say good things, and to return if invited.
How to Be a Fierce Competitor: What Winning Companies and Great Managers Do in Tough Times by Jeffrey J. Fox