Breaking the Fear Barrier 英文原版 rb kindle 网盘 umd 极速 下载 pdf mobi

　　This book takes the reader through a journey of how fear of

loss progressively creates barriers and bureaucracy that inevitably

cause companies to fail, and what leaders needs to do to overcome

these seemingly impenetrable walls. The greatest threat to an

organisation's success is not always the competition. Often, it is

what a company does to itself. Because of fear, companies become

plagued with barriers and bureaucracy that limit success, crush

employees, and infuse frustration and a sense of futility across

the enterprise. It starts with a narrowing of focus, which leads to

the first level of bureaucracy: parochialism. Parochialism exists

when managers and departments begin to view the world through the

filter of their own little silo, and build walls make of rules and

policies to protect their turf. As businesses grow and become more

complex, the second level of bureaucracy is reached:

territorialism. While parochialism is about protecting a department

from outsiders, territorialism is about controlling those inside

the silo. The third and final level of bureaucracy is empire

building, which is a response to perceived threats to a

department's ability to be self-sufficient. These barriers cost

organizations a fortune in inefficiency, turnover, waste, and

demoralization. Tearing down these barriers is difficult, but it

can be done. Parochialism can be eliminated by resetting rules and

policies, and refocusing on the ultimate mission of the

organization. Territorialism can be eliminated by creating true

empowerment, along with appropriate levels of accountability.

Empire building can be addressed through shared goals and a set of

guiding principles to help act as a referee in decision making. But

that's not enough. Managers must also create a culture of courage,

to enable employees to take advantage of these new freedoms and

accountabilities. Courage killers must be rooted out, and dealt

with swiftly and strongly. Finally, leadership must refocus on

mission success rather than just checking off their part of the

process, manage reference points, and engage employees. By doing

all of these things, an organization can become fearless, and

unstoppable.

INTRODUCTION

GLOSSARY

Chapter One: FEAR OF LOSS

 Joe's Fall From Grace

Chapter Two: PAROCHIALISM

Chapter Three: TERRITORIALISM

Chapter Four: EMPIRE BUILDING

Chapter Five: THE COST OF FEAR

Chapter Six: OVERCOMING PAROCHIALISM

Chapter Seven: OVERCOMING TERRITORIALISM

Chapter Eight: OVERCOMING EMPIRE BUILDING

Chapter Nine: COURAGE ENABLERS

Chapter Ten: BEWARE OF COURAGE KILLERS

Chapter Eleven: THE LEADERSHIP IMPERATIVE

Chapter Twelve: THE FEARLESS COMPANY

 Joe's Redemption

ACKNOWLEDGEMENTS

REFERENCES

　　Tom Rieger is a Senior Practice Expert with Gallup Inc. He is

an expert in identifying and correcting barriers to success, both

for companies and societies. Rieger has built a number of

frameworks that apply behavioral economic principles to a variety

of complex problems, across both boardrooms and battlefields. Tom

received an MS in Industrial Administration from Carnegie-Mellon in

1986.

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　　From Barnes & Noble In the age of information, corporate

managers watch the competition so intently that they often ignore

the self-sabotage that they are helping create. Tom Rieger's

Breaking the Fear Barrier exposes a destructive process that begins

with a narrowing of focus, a growing parochialism, and a

balkanization that replaces creativity with mistrust. This is a

book that climbs out of the corporate thinking box to ask new

questions and present fresh solutions.

书籍介绍

This book takes the reader through a journey of how fear of loss progressively creates barriers and bureaucracy that inevitably cause companies to fail, and what leaders needs to do to overcome these seemingly impenetrable walls. The greatest threat to an organisation's success is not always the competition. Often, it is what a company does to itself. Because of fear, companies become plagued with barriers and bureaucracy that limit success, crush employees, and infuse frustration and a sense of futility across the enterprise. It starts with a narrowing of focus, which leads to the first level of bureaucracy: parochialism. Parochialism exists when managers and departments begin to view the world through the filter of their own little silo, and build walls make of rules and policies to protect their turf. As businesses grow and become more complex, the second level of bureaucracy is reached: territorialism. While parochialism is about protecting a department from outsiders, territorialism is about controlling those inside the silo. The third and final level of bureaucracy is empire building, which is a response to perceived threats to a department's ability to be self-sufficient. These barriers cost organizations a fortune in inefficiency, turnover, waste, and demoralization. Tearing down these barriers is difficult, but it can be done. Parochialism can be eliminated by resetting rules and policies, and refocusing on the ultimate mission of the organization. Territorialism can be eliminated by creating true empowerment, along with appropriate levels of accountability. Empire building can be addressed through shared goals and a set of guiding principles to help act as a referee in decision making. But that's not enough. Managers must also create a culture of courage, to enable employees to take advantage of these new freedoms and accountabilities. Courage killers must be rooted out, and dealt with swiftly and strongly. Finally, leadership must refocus on mission success rather than just checking off their part of the process, manage reference points, and engage employees. By doing all of these things, an organization can become fearless, and unstoppable.