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Stop Whining and Start Winning: Recharging People, Re-Igniting Passion, and Pumping Up Profits Paperback – February 6, 2001
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Nobody likes a whiner, Frank Pacetta least of all. And, as he sees it, there's been far too much whining going on in corporate America over the past decade, and far too little drive, passion, and inspiration to get the job done and get it done well. Stop Whining--and Start Winning is Pacetta's honest and hard-hitting manifesto for how to make this happen.
Pacetta and his coauthor Roger Gittines fire back at America's complacent workforce by equipping leaders with a book packed full of "now-tos"--the Pacetta version of how-tos, only more necessary and more urgent. With chapter titles such as "Do Get Excited--Reaping the Rewards of Emotion" and "Make Big Dreams Happen--What a Great Place to Work," Pacetta drives home his overarching theory of leadership: Being a good leader means getting emotionally involved with your workforce and thereby motivating people to contribute their absolute best. There's no room for "leading from a distance" with Pacetta, who claims that successful leaders can and should directly influence such areas as communications, recruiting, and training. In an animated and conversational tone, the sales guru of Xerox fame shares advice and anecdotes from both his professional and personal lives, with tips from his action-packed days at Xerox, family moments in a vibrant Italian American home, and a personal visit from Ross Perot all entering the fray at one point or another. Stop Whining--and Start Winning is not a theory-based tome but a plug for passion and a call for leaders to get off their butts and fire up their workforces. --S. Glass --This text refers to an out of print or unavailable edition of this title.
Just as senior e-strategists advise client companies that electronic commerce is "all about the customer, stupid," consultant Pacetta warns that "it's all about the employee." Here, then, is his formula for turning around profits, starting and ending with the employee. Don't expect a very structured discussion or highfalutin theories or philosophies. Instead, story telling abounds--revolving around communications, reward-recognition systems, trust, recruitment, and teamwork. Principles are sound, including creating a hard-core vision, finding out why employees leave, and securing buy-in from frontline managers. The prose reads well; for instance, Pacetta regales us with notes about Ross Perot's visit to his home. Not to be considered a main source but good for supplemental anecdotes. Barbara Jacobs --This text refers to an out of print or unavailable edition of this title.
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Top customer reviews
Frank suggests that great teams:
Are Sincerely Passionate about People. Genuinely care about your team mates - their health and well-being. Forge a bond with them by discovering who they really are. Get past the superficial "howzitgoing?"
Keep Promises. Do what you say you are going to do. And if you find out you can't, tell each other as soon as humanly possible. Making promises and keeping them is a demonstration of your sincerity. It builds trust. Breaking promises is a trust-buster.
Don't Lie. Even little white lies. No half truths, sugar-coat bad news, or even worse, don't say anything at all.
Stick to the Basics. Don't complicate things. Identify your fundamental business purpose - what you do that pays the rent- and then do it faster, better and more productively.
Cut Down Barriers. Trivial matters create an amazing amount of friction and drag. Remove those obstacles that get in the way of doing your basic business.
Live the Vision. Don't just read it. Act on it. The analogy of test driving a new car fits perfectly. Most of us are on our best behavior until we're out of sight of the dealer's lot and then we gun it. Let's see what this baby can do!
Keep Score. How do you know if you're winning or losing if you don't keep score? When you accomplish a goal, make sure everyone knows it. And when you lose one, don't keep it a secret.
Recognize Others. People love to be loved, honored and respected. Don't be stingy. By asking for teamwork and then neglecting to recognize those who comply, we signal that teamwork really isn't all that important.
Have Fun. There comes a time when the hardest working people need to kick back, laugh, and have a good time. Celebrate success, turn on the tunes, crank up the volume, let it loose. You can play while you work...really!
Have Pride. There's no passion or high performance without pride. What makes you proud to work here and be part of the team? What did you do today to merit that pride?
Communicate Incessantly. Tell people both the good and the bad. Tell them exactly what's going on, why it's happening and what they (and you) need to succeed. Don't be afraid to ask for help. Ask questions and demand answers. And don't hide behind technology; it's perfect for avoiding conflict (which only postpones the conflict and makes it worse).
Pull Your Fair Share. All members of a team must be fairly tasked, given the assignment and business situation. Resentment and deep frustration are guaranteed if one team member clocks up a disproportionate share of the team's business while the others are allowed to coast.
Don't settle for ho-hum. Rev up that engine and make it an extraordinary team and a great place to work!
I've had the pleasure of meeting Frank and his family and can attest to the fact that this man "walks his talk"! As he says, if you're spending a little too long in the shower or can't read this book, you need a change!
Thanks for a great book Frank!