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, tricky occasions additionally supply good businesses, robust managers, and strength rainmakers the chance to grab marketplace percentage. during this eminently readable, sensible source for company leaders and bosses, Fox explains precisely how the savvy few who upward push to the pinnacle remain targeted and alert, get new marketplace percentage, rent strong lately fired expertise, elevate investments into customer support, pace innovation, teach all buyer dealing with humans, make acquisitions, dispose of 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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Additional resources for How to Be a Fierce Competitor: What Winning Companies and Great Managers Do in Tough Times
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Leaders have to tell the truth, give facts. ) Leaders have to get the employees to focus on the job, and an effective way to do that is to have an informed, intelligent, confident workforce. 33 How to Be a Fierce Competitor Wired-in leaders know that there is always a rumor mill, always scuttlebutt. They know that it is rare that every employee gets perfect understanding of the unfolding events, the crisis, the issue. Leaders must create a ‘‘nofire zone’’ atmosphere in which every employee can ask any question, question any decision, without career consequences.
But leaders do have to allay false fears. They have to be in front of the gossips, the rumor mongers. People shouldn’t hear it through the grapevine; they should hear the news, the information, from the leader. Leaders have to tell the truth, give facts. ) Leaders have to get the employees to focus on the job, and an effective way to do that is to have an informed, intelligent, confident workforce. 33 How to Be a Fierce Competitor Wired-in leaders know that there is always a rumor mill, always scuttlebutt.
Instead, great leaders and managers care far more about getting stories of their products, grateful customers, and compelling case histories into the magazines and on television. With the rare exception of building brand awareness, there is little good, and lots of bad, that comes from glowing executive profiles. Profiles are not a substitute for internal communications or for external advertising. Profiles give competitors clues as to strategy, spending, capital budgets, and upcoming products, and insight into key executive personalities and on succession and organizational issues.
