Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time
(eBook)

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Published
BookBaby, 2016.
ISBN
9780988309937
Status
Available Online

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Format
eBook
Language
English

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APA Citation, 7th Edition (style guide)

Jim Schleckser., & Jim Schleckser|AUTHOR. (2016). Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time . BookBaby.

Chicago / Turabian - Author Date Citation, 17th Edition (style guide)

Jim Schleckser and Jim Schleckser|AUTHOR. 2016. Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time. BookBaby.

Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)

Jim Schleckser and Jim Schleckser|AUTHOR. Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time BookBaby, 2016.

MLA Citation, 9th Edition (style guide)

Jim Schleckser, and Jim Schleckser|AUTHOR. Great Ceos Are Lazy: How Exceptional Ceos Do More in Less Time BookBaby, 2016.

Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.

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Grouped Work ID13251bb2-af5c-3eb1-9bbe-0f2a92ebee46-eng
Full titlegreat ceos are lazy how exceptional ceos do more in less time
Authorschleckser jim
Grouping Categorybook
Last Update2024-03-20 23:00:02PM
Last Indexed2024-03-28 23:29:08PM

Book Cover Information

Image Sourcehoopla
First LoadedAug 2, 2023
Last UsedFeb 24, 2024

Hoopla Extract Information

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    [synopsis] => How do the really exceptional CEOs get more done in less time than everyone else? What is their technique for getting their work done while still having the time to spend pursuing hobbies and spending quality time with their friends and family? The truth is that great and lazy CEOs know a secret when it comes to time management. Rather than spending a little time on a lot of things, the best CEOs spend most of their time eliminating the single biggest constraint to the growth of their business. They spend a lot of time diagnosing this constraint before taking action. This process is similar to looking for the kink in a garden hose so you can get the flow going again. These is no use trying to unkink the hose until you find the actual problem. Depending on the nature of the constraint, they engage in fixing the kink in the hose using one of five different roles the Learner, Architect, Coach, Engineer or Player that together form the archetype for great leadership. These are all high leverage roles that create a permanent improvement in the business. This insight isn't just some theory either; it s derived directly from working with thousands of CEOs running high growth companies. The trick to being great and lazy is to only work at the point of constraint and avoid all work that doesn't increase organizational capacity. Lazy CEOs have a series of well developed tools to properly avoid this non-value work. I choose a lazy person to do a hard job. Because a lazy person will find an easy way to do it. -Bill Gates. So, do you want to keep working hard? Or would you rather get busy being lazy?
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