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كتاب فوضى الإدارة ثلاثون تحديا لتصبح قائدا ناجحا سكوت جيفري ميلر Arabic Book Paperback Novel Story Stories Management Chaos Thirty Challenges To Become A Successful Leader Scott Jeffrey Miller
Item Description : كتاب فوضى الإدارة ثلاثون تحديا لتصبح قائدا ناجحا سكوت جيفري ميلر Arabic Book Paperback Novel Story Stories Management Chaos Thirty Challenges To Become A Successful Leader Scott Jeffrey Miller Note : The Cover Image May Differ From The Image Shown Since We Are Cooperating With More Than One Publishing House كيفية تحويل الفوضى في العمل إلى فوائد وفرص . يركز الكتاب على أفكار جديدة ومختلفة لإدارة العمل وتنظيمه ، وذلك عن طريق التركيز على الفرق العاملة وتمكينهم من اتخاذ القرارات والتحكم في عمليات العمل . يشرح الكتاب بشكل مفصل كيفية تطبيق مفهوم " إدارة الفوضى " وكيف يمكن للمديرين والقادة تحويل الفوضى في العمل إلى ميزة تنافسية . كما يتحدث الكتاب عن أساليب التعامل مع المخاطر والتغييرات المستمرة في بيئة العمل وكيفية الاستفادة منها . يعد كتاب " فوضى الإدارة " مفيدًا للقادة والمديرين الذين يرغبون في تحويل الفوضى في العمل إلى فوائد وفرص عملية . يتضمن الكتاب أيضًا أمثلة واقعية وتجارب من الشركات التي نجحت في تطبيق هذه الأفكار والمفاهيم بنجاح . Paperback : 287 Pages Condition : Brand New Reading level : Ages 9 And Up Language : Arabic
287 pages, Paperback
Published January 1, 2022
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March 14, 2023
Practical advice paired with wisdom and expertise.
Whether you’re new to leadership or a seasoned expert who’s hit a roadblock and needs a reminder on what makes someone a leader, you’re in luck – this book is for you.
This guide will help you to think abundantly, demonstrate humility, lead difficult conversations, create vision, and deliver high-value results. In turn, it will transform how you inspire and keep trust, earn top performance, and maintain the utmost caliber of management for your team.
---
Lead yourself by learning to listen.
Have you ever been at a party and got stuck in conversation with someone who constantly interrupts you? Maybe they’re polite enough to ask a lot of questions, but they fire off another before you even have a chance to answer the first. Or maybe you’re the person who does this as a coping mechanism for your social anxiety and deathly fear of silence. The fact of the matter is, the well-intentioned drive to fill space and create dialogue can sometimes backfire if you approach a conversation like a criminal attorney. Inevitably, your target – and they will feel like a target – will become defensive and shut down. Your rapport will too.
Silence, if you remember, is golden. As important as it is to ask questions to engage someone, it’s just as important to give them enough space to consider and reflect, formulate a thought, and articulate it. Each person has their own vocal rhythm and pattern. Some people may be capable of responding at 100 miles per hour but others are slower and will feel rushed and not heard if you speed things along.
So what characterizes a truly effective listener? Well, let’s first consider what not to do. Active listening doesn’t consist of evaluating – assenting or dissenting based on personal experience; counseling – giving advice; interpreting – drawing conclusions on cause or outcome; or probing – asking follow-up questions based on one’s curiosity, rather than allowing the other person to lead.
Let’s consider an example. Your friend calls you, very upset, to share the news that their cat has just died. An evaluator might say, “Chin up, mate! It’s not a tragedy in the grand scheme of things.” A counselor might say, “Why don’t you get your cat stuffed by a taxidermist?” A prober might ask, “Was she hit by the neighbor’s car?” And an interpreter might say, “Maybe you wouldn’t be so sad if you’d listened to the doctor about putting her down before it came to this.”
While the responders in this scenario might be well-intentioned, the problem with all their responses is that instead of empathetically inviting the speaker to share their thoughts and feelings without judgment, they’re making it about their own feelings, needs, and pressures.
Our culture doesn’t invest a lot of resources into teaching people to become strong listeners. Yes, we’re taught how to debate, communicate, promote, persuade, and present. But how many people have received formal training in the art of careful listening? In fact, listening is one of the most critical yet neglected communication skills. It requires an immense amount of attention, care, curiosity, and self-control.
If listening is one of your weak points, here’s something quick to try out: count to seven before deciding to fill a silence. Filling silence is, after all, often just a euphemism for interrupting and not giving the other person enough time and space to respond. You might be surprised by how this pause can generate a profound positive change in your relationships!
---
Lead others by thinking abundantly.
When you eat at a hotel breakfast buffet, are you the type to try to beat everyone to the punch of ladling impossible quantities of every food item onto your plate, or do you recognize that there’s more than enough food for everyone and that you can let your neighbor grab a croissant first? The first reflects a scarcity mindset – I need to get as much for myself before it’s gone. The second is one of abundance – there’s more than enough for everyone.
Now, imagine one of your colleagues approaches you with a concern: they feel you’re overshadowing them by taking credit for all their projects and contributions – you announce all of the major campaigns and projects they’ve spearheaded without any mention of their contribution. This isn’t an easy conversation or confrontation to navigate! Let’s take a cue from the previous section, though, and say you take a few breaths, temper your first instinct to indignantly refute their confrontation, and reflect on the matter. Maybe you recognize that this isn’t unlike the breakfast buffet scenario: in hoarding attention, laurels, and accomplishments, you may be failing to think abundantly, and poorly attempting to forward your own reputation and career at your teammate’s expense.
While such tactics might get you ahead in the short term, in the long term, this isn’t the kind of leadership that will be sustainable. While it’s hardwired in our biology to accumulate on that which is valuable and for which we’re seemingly all in competition – admiration, recognition, and resources – there is, in fact, more than enough to go around. And not only that, but in the workplace, sharing is truly going to get you further ahead.
Let’s flip the script for a moment: Have you ever had a colleague higher up than you share praise, decision-making power, and credit with you when you felt like your contribution was negligent by comparison to theirs? How did that make you feel? Gratitude, appreciation, and a desire to put in more work to meet their positive regard for you – you’re not going to want to let your manager down if they’re generous, gracious, and respectful toward you in an authentic way. Rather, you’re more likely to go above and beyond to meet their perception of you. Now that’s good management.
If you’re prone to a scarcity mindset, get curious about yourself. Peel back the layers of this thinking – all the thoughts and feelings behind this thought and feeling of scarcity – and try to reflect on its origin. Next, try to shift your internal language: if you’re prone to telling yourself, “Our firm never gets the top-tier projects; it’s all downhill from here,” try moving toward one of gratitude and appreciation, “I’m excited to hone our potential and to get that next game-changing account. Let’s go!” This shift is translatable beyond the workplace, too. Rest assured, if you apply this to other aspects of your life, you’ll also start to see results.
---
Make and keep commitments to get results.
Think for a moment about the commitments that form the cornerstones of your life. Perhaps they include working a job; exercising weekly; raising a family; nurturing friendships; taking a foreign language class; or spearheading a philanthropic fundraising drive. Your list depends on your current timeline and responsibilities, but the specificity of your duties isn’t as important as your approach to them. Everyone drops the ball on something sometime, but if you’re consistently overcommitted and burned-out, it might be time to set aside some time to honestly assess your capacity and priorities.
Like Russian dolls, each of these commitments in themselves contains further commitments. If you’re a boss, for example, part of your job is leading difficult conversations, giving tough feedback, and firing people. If you're taking a class, you need to do the practice assignments and homework. There are varying levels of quality on the deliverables, of course, and there’s always more you can take on, but that’s the crux of the matter at hand: Do you know when to say no?
Maybe you’re already feeling overstretched when you’re approached with a new opportunity to expand your global business profile. It would mean more talks, more traveling, and more writing on your part. Do you say yes without considering the ripple effects it would have on the rest of your duties? Or do you evaluate your availability and decide that this isn’t the right time? Saying yes would probably mean turning your back on commitments you’ve already made. Your integrity keeps you from compromising existing promises.
If you tend to go with choice one, you’re not alone. We live in a culture that constantly encourages us to do and consume more. But you should remember that you can’t do everything. Even if you’re not consciously aware of it, saying yes to one thing necessarily means saying no to others. That’s how life works. When you make a commitment, you’re building a foundation of hope. When you keep your commitments, you’re creating trust. So what happens if you tend to overcommit and underdeliver? It may feel like you’re being überproductive, but you may just be breaking a lot of bonds of trust.
Instead, aim to undercommit and overdeliver. If that sounds counterintuitive, think about it on the receiving end: Are you more likely to want to work with someone who says yes to everything and disappoints, or someone who is more selective in the projects they take on but delights you with the caliber of their performance?
Practice saying no with grace. Maybe something like, “I’d love to be a part of this, but I’m overcommitted at the moment and have to decline. If something changes, I’ll get back to you. Thrilled by this project and excited to see where it goes!” Alternatively, you can also keep it short, “Let me get back to you on this,” to buy some time to assess your availability.
---
Attune to change to maintain leadership.
Being a leader means facilitating and nurturing positive change. Remember, leaders aren’t hired to maintain the status quo. Whether you like it or not, change will come no matter what, in the form of market competitors, legislative changes, pressure from the board, pushes to expand the bottom dollar, organizational and structural reshuffling, global pandemics – the list goes on and on. Many changes aren’t under your control, but what is under your purview of impact are your relationships with your team and your people.
Nurturing and investing in your interpersonal relationships, mentorship, and communication will impact you as well as the team and company’s performance. All relationships are bidirectional and cocreated, so how you relate and feel about the people in your teams will influence your performance, your approach to problems and solutions, and the attitude and morale of your colleagues.
Across the board, it’s important for leaders to establish a baseline level of transparency that fits the culture of the workplace and team – which developments will be disclosed and at what point in the process? For example, if one of the goals of your company is increasing pay equality, will you disclose salary ranges now or will you work to get the policy implemented first? You won’t always have the bandwidth or time to share constant updates and disclosures with all of your teammates. A good practice is to share what you deem essential, acknowledge what is being firmed up and may demand input from others, and commit to keeping your team abreast promptly and in a communication style that’s consistent, empathic, and professional.
Some leaders might tend toward self-effacement – keeping themselves buttoned up, not sharing much personal information or opinions, feelings, and thoughts. For these kinds of leaders, it might be important to make more of an effort to share a selection of personal anecdotes and tidbits that can facilitate a greater sense of social tissue between you and your team.
For other leaders, the challenge might be their tendency to overshare, and their difficulty in regulating which opinions or emotions to share with teammates. For these leaders, checking in with themselves and remembering to prioritize listening, understanding, and a more tightly curated selection of internal states could be beneficial for work relationships and interactions. Asking questions is an important part of inviting others to share their insights and opinions and maximizing your social knowledge and context of the team. Having a multilayered understanding of your teammates and the challenges and wins they’re navigating will help you to be a better leader. A pause between the input of a stimulus – such as good or bad news, external pressures and changes – and the output of reaction, will also help.
---
Celebrate wins.
Your team will be happy to have a flute of champagne at the standard, yearly holiday party, but you know what can leave a bigger mark? Investing an hour of your time to draft a list of each colleague’s special contribution to a big win and sharing it in person the next day – bonus points if you memorize the list by heart. It may cost less than a case of wine, but this method of sharing credit and showing gratitude in a personalized way reflects your sincere appreciation and is sure to be unforgettable.
Many leaders tend toward perfectionism; setting your sights on cosmically high goals may have gotten you to your position, but you need to temper that when you’re working with a group of people and within the earthly constraints of a business. Instead of focusing on what’s perfect or not, try to define what extraordinary looks like. Practice valuing and recognizing when your team achieves it. This doesn’t mean institutionalizing a regular, watered-down kudos circle – people want to feel like they’ve worked for a real win and are celebrating a hard-earned victory, not getting a perfunctory pat on the back for maintaining a baseline. But if it’s been a months-long grind in the office and that impossible project reached the finish line in the nick of time, that’s a win – and it’s a cause for taking a breather and reflecting and recognizing the group’s accomplishment.
Are you sleeping on a discretionary budget? Don’t stockpile your resources for the impossible pot of gold at the end of the rainbow. That day may never come – especially if you tend to work the team to the bone without any reprieve or bonus. Take your team out for lunch, and invite your interns out, too. They’ve earned it. And frankly, you all deserve it! Investing your time in recognizing accomplishments ensures a boost in morale and spirits, and will have positive ripple effects for your next big win. Let’s toast to that.
---
You’ve learned the value of listening, attuning to change, and leading your team to victory.
And remember, not only are the principles outlined here applicable across all fields but also beyond the confines of the office. Authenticity, character, gratitude, and grace are timeless values that you can practice to become a leader in your department, company, home, and – well – everywhere.
Whether you’re new to leadership or a seasoned expert who’s hit a roadblock and needs a reminder on what makes someone a leader, you’re in luck – this book is for you.
This guide will help you to think abundantly, demonstrate humility, lead difficult conversations, create vision, and deliver high-value results. In turn, it will transform how you inspire and keep trust, earn top performance, and maintain the utmost caliber of management for your team.
---
Lead yourself by learning to listen.
Have you ever been at a party and got stuck in conversation with someone who constantly interrupts you? Maybe they’re polite enough to ask a lot of questions, but they fire off another before you even have a chance to answer the first. Or maybe you’re the person who does this as a coping mechanism for your social anxiety and deathly fear of silence. The fact of the matter is, the well-intentioned drive to fill space and create dialogue can sometimes backfire if you approach a conversation like a criminal attorney. Inevitably, your target – and they will feel like a target – will become defensive and shut down. Your rapport will too.
Silence, if you remember, is golden. As important as it is to ask questions to engage someone, it’s just as important to give them enough space to consider and reflect, formulate a thought, and articulate it. Each person has their own vocal rhythm and pattern. Some people may be capable of responding at 100 miles per hour but others are slower and will feel rushed and not heard if you speed things along.
So what characterizes a truly effective listener? Well, let’s first consider what not to do. Active listening doesn’t consist of evaluating – assenting or dissenting based on personal experience; counseling – giving advice; interpreting – drawing conclusions on cause or outcome; or probing – asking follow-up questions based on one’s curiosity, rather than allowing the other person to lead.
Let’s consider an example. Your friend calls you, very upset, to share the news that their cat has just died. An evaluator might say, “Chin up, mate! It’s not a tragedy in the grand scheme of things.” A counselor might say, “Why don’t you get your cat stuffed by a taxidermist?” A prober might ask, “Was she hit by the neighbor’s car?” And an interpreter might say, “Maybe you wouldn’t be so sad if you’d listened to the doctor about putting her down before it came to this.”
While the responders in this scenario might be well-intentioned, the problem with all their responses is that instead of empathetically inviting the speaker to share their thoughts and feelings without judgment, they’re making it about their own feelings, needs, and pressures.
Our culture doesn’t invest a lot of resources into teaching people to become strong listeners. Yes, we’re taught how to debate, communicate, promote, persuade, and present. But how many people have received formal training in the art of careful listening? In fact, listening is one of the most critical yet neglected communication skills. It requires an immense amount of attention, care, curiosity, and self-control.
If listening is one of your weak points, here’s something quick to try out: count to seven before deciding to fill a silence. Filling silence is, after all, often just a euphemism for interrupting and not giving the other person enough time and space to respond. You might be surprised by how this pause can generate a profound positive change in your relationships!
---
Lead others by thinking abundantly.
When you eat at a hotel breakfast buffet, are you the type to try to beat everyone to the punch of ladling impossible quantities of every food item onto your plate, or do you recognize that there’s more than enough food for everyone and that you can let your neighbor grab a croissant first? The first reflects a scarcity mindset – I need to get as much for myself before it’s gone. The second is one of abundance – there’s more than enough for everyone.
Now, imagine one of your colleagues approaches you with a concern: they feel you’re overshadowing them by taking credit for all their projects and contributions – you announce all of the major campaigns and projects they’ve spearheaded without any mention of their contribution. This isn’t an easy conversation or confrontation to navigate! Let’s take a cue from the previous section, though, and say you take a few breaths, temper your first instinct to indignantly refute their confrontation, and reflect on the matter. Maybe you recognize that this isn’t unlike the breakfast buffet scenario: in hoarding attention, laurels, and accomplishments, you may be failing to think abundantly, and poorly attempting to forward your own reputation and career at your teammate’s expense.
While such tactics might get you ahead in the short term, in the long term, this isn’t the kind of leadership that will be sustainable. While it’s hardwired in our biology to accumulate on that which is valuable and for which we’re seemingly all in competition – admiration, recognition, and resources – there is, in fact, more than enough to go around. And not only that, but in the workplace, sharing is truly going to get you further ahead.
Let’s flip the script for a moment: Have you ever had a colleague higher up than you share praise, decision-making power, and credit with you when you felt like your contribution was negligent by comparison to theirs? How did that make you feel? Gratitude, appreciation, and a desire to put in more work to meet their positive regard for you – you’re not going to want to let your manager down if they’re generous, gracious, and respectful toward you in an authentic way. Rather, you’re more likely to go above and beyond to meet their perception of you. Now that’s good management.
If you’re prone to a scarcity mindset, get curious about yourself. Peel back the layers of this thinking – all the thoughts and feelings behind this thought and feeling of scarcity – and try to reflect on its origin. Next, try to shift your internal language: if you’re prone to telling yourself, “Our firm never gets the top-tier projects; it’s all downhill from here,” try moving toward one of gratitude and appreciation, “I’m excited to hone our potential and to get that next game-changing account. Let’s go!” This shift is translatable beyond the workplace, too. Rest assured, if you apply this to other aspects of your life, you’ll also start to see results.
---
Make and keep commitments to get results.
Think for a moment about the commitments that form the cornerstones of your life. Perhaps they include working a job; exercising weekly; raising a family; nurturing friendships; taking a foreign language class; or spearheading a philanthropic fundraising drive. Your list depends on your current timeline and responsibilities, but the specificity of your duties isn’t as important as your approach to them. Everyone drops the ball on something sometime, but if you’re consistently overcommitted and burned-out, it might be time to set aside some time to honestly assess your capacity and priorities.
Like Russian dolls, each of these commitments in themselves contains further commitments. If you’re a boss, for example, part of your job is leading difficult conversations, giving tough feedback, and firing people. If you're taking a class, you need to do the practice assignments and homework. There are varying levels of quality on the deliverables, of course, and there’s always more you can take on, but that’s the crux of the matter at hand: Do you know when to say no?
Maybe you’re already feeling overstretched when you’re approached with a new opportunity to expand your global business profile. It would mean more talks, more traveling, and more writing on your part. Do you say yes without considering the ripple effects it would have on the rest of your duties? Or do you evaluate your availability and decide that this isn’t the right time? Saying yes would probably mean turning your back on commitments you’ve already made. Your integrity keeps you from compromising existing promises.
If you tend to go with choice one, you’re not alone. We live in a culture that constantly encourages us to do and consume more. But you should remember that you can’t do everything. Even if you’re not consciously aware of it, saying yes to one thing necessarily means saying no to others. That’s how life works. When you make a commitment, you’re building a foundation of hope. When you keep your commitments, you’re creating trust. So what happens if you tend to overcommit and underdeliver? It may feel like you’re being überproductive, but you may just be breaking a lot of bonds of trust.
Instead, aim to undercommit and overdeliver. If that sounds counterintuitive, think about it on the receiving end: Are you more likely to want to work with someone who says yes to everything and disappoints, or someone who is more selective in the projects they take on but delights you with the caliber of their performance?
Practice saying no with grace. Maybe something like, “I’d love to be a part of this, but I’m overcommitted at the moment and have to decline. If something changes, I’ll get back to you. Thrilled by this project and excited to see where it goes!” Alternatively, you can also keep it short, “Let me get back to you on this,” to buy some time to assess your availability.
---
Attune to change to maintain leadership.
Being a leader means facilitating and nurturing positive change. Remember, leaders aren’t hired to maintain the status quo. Whether you like it or not, change will come no matter what, in the form of market competitors, legislative changes, pressure from the board, pushes to expand the bottom dollar, organizational and structural reshuffling, global pandemics – the list goes on and on. Many changes aren’t under your control, but what is under your purview of impact are your relationships with your team and your people.
Nurturing and investing in your interpersonal relationships, mentorship, and communication will impact you as well as the team and company’s performance. All relationships are bidirectional and cocreated, so how you relate and feel about the people in your teams will influence your performance, your approach to problems and solutions, and the attitude and morale of your colleagues.
Across the board, it’s important for leaders to establish a baseline level of transparency that fits the culture of the workplace and team – which developments will be disclosed and at what point in the process? For example, if one of the goals of your company is increasing pay equality, will you disclose salary ranges now or will you work to get the policy implemented first? You won’t always have the bandwidth or time to share constant updates and disclosures with all of your teammates. A good practice is to share what you deem essential, acknowledge what is being firmed up and may demand input from others, and commit to keeping your team abreast promptly and in a communication style that’s consistent, empathic, and professional.
Some leaders might tend toward self-effacement – keeping themselves buttoned up, not sharing much personal information or opinions, feelings, and thoughts. For these kinds of leaders, it might be important to make more of an effort to share a selection of personal anecdotes and tidbits that can facilitate a greater sense of social tissue between you and your team.
For other leaders, the challenge might be their tendency to overshare, and their difficulty in regulating which opinions or emotions to share with teammates. For these leaders, checking in with themselves and remembering to prioritize listening, understanding, and a more tightly curated selection of internal states could be beneficial for work relationships and interactions. Asking questions is an important part of inviting others to share their insights and opinions and maximizing your social knowledge and context of the team. Having a multilayered understanding of your teammates and the challenges and wins they’re navigating will help you to be a better leader. A pause between the input of a stimulus – such as good or bad news, external pressures and changes – and the output of reaction, will also help.
---
Celebrate wins.
Your team will be happy to have a flute of champagne at the standard, yearly holiday party, but you know what can leave a bigger mark? Investing an hour of your time to draft a list of each colleague’s special contribution to a big win and sharing it in person the next day – bonus points if you memorize the list by heart. It may cost less than a case of wine, but this method of sharing credit and showing gratitude in a personalized way reflects your sincere appreciation and is sure to be unforgettable.
Many leaders tend toward perfectionism; setting your sights on cosmically high goals may have gotten you to your position, but you need to temper that when you’re working with a group of people and within the earthly constraints of a business. Instead of focusing on what’s perfect or not, try to define what extraordinary looks like. Practice valuing and recognizing when your team achieves it. This doesn’t mean institutionalizing a regular, watered-down kudos circle – people want to feel like they’ve worked for a real win and are celebrating a hard-earned victory, not getting a perfunctory pat on the back for maintaining a baseline. But if it’s been a months-long grind in the office and that impossible project reached the finish line in the nick of time, that’s a win – and it’s a cause for taking a breather and reflecting and recognizing the group’s accomplishment.
Are you sleeping on a discretionary budget? Don’t stockpile your resources for the impossible pot of gold at the end of the rainbow. That day may never come – especially if you tend to work the team to the bone without any reprieve or bonus. Take your team out for lunch, and invite your interns out, too. They’ve earned it. And frankly, you all deserve it! Investing your time in recognizing accomplishments ensures a boost in morale and spirits, and will have positive ripple effects for your next big win. Let’s toast to that.
---
You’ve learned the value of listening, attuning to change, and leading your team to victory.
And remember, not only are the principles outlined here applicable across all fields but also beyond the confines of the office. Authenticity, character, gratitude, and grace are timeless values that you can practice to become a leader in your department, company, home, and – well – everywhere.
July 10, 2019
While I've not read a wide variety of leadership books, I've found most I've read a bit trite or just difficult to get through. This was not the case here! It's clear in its points, easy to read, and has a fair dose of humor throughout that lets the author's personality shine through and endear you to the lessons he's teaching and how he got to the point where he could talk about it. Overall, a good read with some solid advice.
June 5, 2019
Management books are typically a slog but a necessary slog. This one is way different. Scott Miller is genuine and real and funny and really vulnerable in this book.
I totally agree with his premise that being a manager/leader is hard and messy and oftentimes thankless. I especially agree with the idea that we don’t all want to manage lots of people but that doesn’t make us any less a leader. Everyone, by working on these challenges, is better equipped to be a leader—formally or informally.
It’s a quick read with 30 challenges to help you improve your own management skills and become a better leader. The challenges are applicable immediately in the corporate setting, the education setting, and even in personal communications.
Thanks Franklincovey for the opportunity to be an early reader. I highly recommend this book.
I totally agree with his premise that being a manager/leader is hard and messy and oftentimes thankless. I especially agree with the idea that we don’t all want to manage lots of people but that doesn’t make us any less a leader. Everyone, by working on these challenges, is better equipped to be a leader—formally or informally.
It’s a quick read with 30 challenges to help you improve your own management skills and become a better leader. The challenges are applicable immediately in the corporate setting, the education setting, and even in personal communications.
Thanks Franklincovey for the opportunity to be an early reader. I highly recommend this book.
June 19, 2019
What happens when you blend the best practices from a world renowned performance company with the honest, sometimes shocking, but refreshingly authentic personal journey of one Scott Miller? You get Management Mess to Leadership Success. Equal parts wisdom, humor, real-world applications, and a willingness to share leadership blunders as a warning to others. Whether you feel like a leadership fish out of water or want to hone your existing skill set, this is the book for you.
February 7, 2021
If you’d like to up your mgt game, are a new leader or, just starting out in business, this book is essential. I wish I had this book when I started in my career!
June 24, 2019
I love reading books on management, and this one did not disappoint. Miller shares his entertaining (and very raw) experiences in management and invites the reader to find out for themselves the importance of these challenges. This book was an easy read full of practical advice and actionable items to help the reader become a better manager. I loved the advice on things to do and things NOT to do. After I read the chapter on holding 1-on-1s regularly, I scheduled overdue 1-on-1s with the employees I manage and used the tips from the book to make the 1-on-1s successful. Miller is clear in his writing and invitations so it's very easy to apply each challenge. This book is one I'll keep at my desk and refer to often as I continue to manage!
June 9, 2024
This book is all about the mistakes the author has made. He took what he did wrong and turned it into tips to make people better managers. The book jacket says these are “30 leadership challenges, honed by FranklinCovey through years of research”. I didn’t find any notes of research, unless the author considers his entire career of mistakes as research.
In the work life balance chapter he asks “how many of you took 10 days of vacation last year?” And then comments “I bet not many”. Well sorry dude if you lack the ability to take time off. I took five weeks off last year and the year before and I will take off that much this year. I also do my job when I’m at work and I don’t respond to messages or check my email when I’m on vacation. I had a work life balance before work life balance was a thing. It sounds like he still doesn’t have a work life balance but he’s telling us all how to have one.
In the chapter about relationships he gives an example about how he never got to know the lady who sold him his (expensive) newspapers until the day she was leaving. It appears from his chapter he still hasn’t gotten to know people either but he is still buying (expensive) newspapers.
In another chapter he talks about how you shouldn’t gossip and how gossiping got him in trouble with the boss. At the end of the example he also says how even after this had happened he still hasn’t stopped gossiping. Maybe you need to take your own advice.
I can’t believe how many times he name drops people in his own company. This company also happens to be the one who published this book.
Besides being a terrible book, the font is also really small and very thin which makes it hard to read.
In the work life balance chapter he asks “how many of you took 10 days of vacation last year?” And then comments “I bet not many”. Well sorry dude if you lack the ability to take time off. I took five weeks off last year and the year before and I will take off that much this year. I also do my job when I’m at work and I don’t respond to messages or check my email when I’m on vacation. I had a work life balance before work life balance was a thing. It sounds like he still doesn’t have a work life balance but he’s telling us all how to have one.
In the chapter about relationships he gives an example about how he never got to know the lady who sold him his (expensive) newspapers until the day she was leaving. It appears from his chapter he still hasn’t gotten to know people either but he is still buying (expensive) newspapers.
In another chapter he talks about how you shouldn’t gossip and how gossiping got him in trouble with the boss. At the end of the example he also says how even after this had happened he still hasn’t stopped gossiping. Maybe you need to take your own advice.
I can’t believe how many times he name drops people in his own company. This company also happens to be the one who published this book.
Besides being a terrible book, the font is also really small and very thin which makes it hard to read.
January 30, 2021
This guy wasn't relatable to me.
June 15, 2019
I had the opportunity to read an advance copy of Scott Miller's book, Management Mess to Leadership Success. It is a very easy and quick read and enjoyed every tasty morsel. The book contained a very authetic and candid view of Scott Miller's "Management Messes" and how he reflected on his experiences and learned from them. Each challenge contains insights gleaned from years of management experience and is based on the culture at FranklinCovey. I appreciated that Scott did not try to paint himself as a portrait of perfection, rather, he is very open with his shortcomings and personal challenges. It is refreshing to read a book written by someone that has similar issues, fears, insecurities, or moments of over-confidence that we all have. I appreciated the glimpse of imperfection from some who has been so successful.
I have already begun to share the nuggets of wisdom with my colleagues, who cannot wait to get a copy of the book.
I have already begun to share the nuggets of wisdom with my colleagues, who cannot wait to get a copy of the book.
March 14, 2023
I’m a teacher leader and oldest daughter of a huge family.
Management Mess to Leadership Success (2019) is a guide to renovating and polishing your management skills. Through relatable, personal anecdotes of fumbles, missteps, and what not to do, it offers applicable challenges for you to revamp your team by providing a step-by-step guide on how to lead yourself and others and deliver results.
I think of my teaching style like a manager of a business - and I actually manage a business lol
Lead yourself by learning to listen.
Care
Curiosity
Self Control
Management Mess to Leadership Success (2019) is a guide to renovating and polishing your management skills. Through relatable, personal anecdotes of fumbles, missteps, and what not to do, it offers applicable challenges for you to revamp your team by providing a step-by-step guide on how to lead yourself and others and deliver results.
I think of my teaching style like a manager of a business - and I actually manage a business lol
Lead yourself by learning to listen.
Care
Curiosity
Self Control
This entire review has been hidden because of spoilers.
June 22, 2019
Management Mess to Leadership Success by Scott Miller was so relatable on many levels, was honest, funny and authentic. Loved the stories and the challenges he provided for the 30 powerful principals he taught. This book came at the right time as I take on my first big leadership role. I know I will be a better leader because of it and it will be a great reference for years to come. Thank you Scott!
January 25, 2020
Scott Miller builds upon the principles that Stephen R. Covey introduces in his book The 7 Habits of Highly Effective People. However, Miller takes it further by bringing in little tidbits of actual leadership hiccups and how to turn yourself around from making those mistakes.
This book was super easy and quick read - yes, there are 30 challenges, but the chapters are super short and literally PACKED with good stories and research data.
This book was super easy and quick read - yes, there are 30 challenges, but the chapters are super short and literally PACKED with good stories and research data.
November 9, 2020
Solid book - however I felt that while the overall overview was good (e.g. do one on ones) the practical actionability left much to be desired (what does a "good" one-on-one look like?). I think Mark Horseman's book "The Effective Manager" and "The Effective Interviewer" were more useful and gave more practicable advice and steps professionals and managers could take. Still, it's great to see good business practices given the light of day.
April 30, 2020
This is one of the best leadership books I have read to-date. I forced myself to only go through one challenge a day & it was powerful! I built reading it as part of my morning routine and each day I took on the day and my team leadership armed with great advice + action items. I will absolutely be returning to this book on a regular basis to revisit its learnings and recommendations.
December 29, 2020
I liked that Scott Miller broke down the practices of a good manager into the 30 challenges. There are many stories of Scott's experiences, usually demonstrating what happened by not following the advice he is giving in the book. There are not hundreds of pages of theory here. I would recommend this book as one of the first a new manager should read, and there is a lot here for experienced managers as well.
March 1, 2022
I love that this is a challenge a day. And he saved the character thing for the very last little bit to know that it's your character that is what's going to implement this or not.
I got this on audible but I wish it came with PDF's like some other audibles do. I feel like I have to buy the box now to get the 6 questions to ask. As well as remember what challenges your own further the day.
I got this on audible but I wish it came with PDF's like some other audibles do. I feel like I have to buy the box now to get the 6 questions to ask. As well as remember what challenges your own further the day.
This entire review has been hidden because of spoilers.
September 24, 2019
Such a great book for anyone in leadership. I wish I would have had this 5 years ago when I started my leadership role. Would definitely recommend this to both beginning and veteran leaders. Full of Covey insights and wisdom.
December 4, 2019
Great book about leadership!
January 2, 2020
A bit messy as a book. Interesting approach, but didn't grab me and didn't added much new knowledge
February 12, 2020
Know when to stay silent.
October 2, 2020
With so much references to Coveys “7 habits”. Why do I even bother reading your book?
Read
November 29, 2020Good overview
Love his personality that shines through in this book. Very good overview with daily use insights. Easy to read. Thoughtful.
Love his personality that shines through in this book. Very good overview with daily use insights. Easy to read. Thoughtful.
January 4, 2021
Very real and honest book. Great points. For me way to hard to work on something different everyday-maybe one a week. I also started listening to his podcast. I have really enjoyed that also.
June 8, 2021
Really nice book!
December 21, 2024
I love it .. simple ideas. Practical .
July 28, 2025
i think author create spot on his missing; we need the other missing and how he deal with it.
August 13, 2025
it is 3.5 stars. not new or amazing to read. I just read it when I am in a mess. the book talks about leadership and the person in management that he is already missed up. not about missed management.
December 28, 2021
Leadership doesn't stands for relaxation. Sometimes it's being scapegoat when things go wrong. Resulting have little to no margin for error.
Success isn't high you climb, but how positive impact you had.
>Success is not how high you have climbed, but how you make a positive difference to the world.
Humility builds character because it requires to unlearn and to relearn a lot of things. Humility can be learned by anyone as long as there’s enough commitment.
>Humble leaders barely look outside for validation. Their validation comes from knowing that they are able to help other people.
>Create a channel where your workers and teammates can directly contact you.
Be open and honest about your intentions.
Avoid being bossy making commitment.
>Feedback, whether good or bad, should always find its way to the leader.
Negative feedback servers inspiration for massive improvement.
Understand value of saying nothing :)
>Permanent results come from being respected by your employees. When your employees respect and trust you, you’ll find it easier to have difficult conversations with them.
When leading difficult conversation it's best avoid assumption and negative comparisons.
When you defend those who are absent, You retain trust those who are present.
When your team member are confident that you won't gossip about them while they're absent, they'll find it easy to tell you things and also confide in you.
Treat others like you would treat yourself.
>When you’re wrong, apologize. Many leaders associate apology with weakness, but this is not true.
Success rely on wellbeings of your team members.
>Creating a vision means defining where your team is going and how they will successfully get there.
Celebrate and make high value decisions.
Getting into finish line is enough, no need winning for any circumstances.
Celebrate every win no matter how big is it.
>The thin line between recklessness and fearlessness is your emotions
Leaders are not born, they're made.
>All of the brilliant ideas in the world cannot save your kingdom if no one will listen to them.
>Commit to continuous improvement by learning and challenging yourself. Get feedback from people around you and seek the advice of mentors. Learn new skills every day and use them to improve yourself and your team.
Success isn't high you climb, but how positive impact you had.
>Success is not how high you have climbed, but how you make a positive difference to the world.
Humility builds character because it requires to unlearn and to relearn a lot of things. Humility can be learned by anyone as long as there’s enough commitment.
>Humble leaders barely look outside for validation. Their validation comes from knowing that they are able to help other people.
>Create a channel where your workers and teammates can directly contact you.
Be open and honest about your intentions.
Avoid being bossy making commitment.
>Feedback, whether good or bad, should always find its way to the leader.
Negative feedback servers inspiration for massive improvement.
Understand value of saying nothing :)
>Permanent results come from being respected by your employees. When your employees respect and trust you, you’ll find it easier to have difficult conversations with them.
When leading difficult conversation it's best avoid assumption and negative comparisons.
When you defend those who are absent, You retain trust those who are present.
When your team member are confident that you won't gossip about them while they're absent, they'll find it easy to tell you things and also confide in you.
Treat others like you would treat yourself.
>When you’re wrong, apologize. Many leaders associate apology with weakness, but this is not true.
Success rely on wellbeings of your team members.
>Creating a vision means defining where your team is going and how they will successfully get there.
Celebrate and make high value decisions.
Getting into finish line is enough, no need winning for any circumstances.
Celebrate every win no matter how big is it.
>The thin line between recklessness and fearlessness is your emotions
Leaders are not born, they're made.
>All of the brilliant ideas in the world cannot save your kingdom if no one will listen to them.
>Commit to continuous improvement by learning and challenging yourself. Get feedback from people around you and seek the advice of mentors. Learn new skills every day and use them to improve yourself and your team.
June 16, 2019
Scott Miller has written a well-organized and easy-to-use leadership manual. Please notice how I phrased this book as easy-to-use because the way this book is written, it will not just be read, it will be used. It will be tabbed, notated, and referenced because Mr. Miller has identified 30 challenges that leaders face along with strategies on facing those challenges.
The book reads like it is an extension of the 7 Habits of Highly Effective People by Stephen Covey. The 30 leadership challenges start with personal challenges move to interpersonal challenges and end up addressing how to achieve results.
Management Mess to Leadership Success can be picked up and read for 5 minutes or 3 hours. Readers will benefit from Mr. Miller's light-humored writing style while still being personally and professionally challenged by his call to lead with integrity in all situations.
I recommend Management Mess to Leadership Success for leaders starting out and veteran leaders. It is a fresh voice in the leadership book arena. It is enjoyable, instructive, and challenges readers to become their best leadership selves.
The book reads like it is an extension of the 7 Habits of Highly Effective People by Stephen Covey. The 30 leadership challenges start with personal challenges move to interpersonal challenges and end up addressing how to achieve results.
Management Mess to Leadership Success can be picked up and read for 5 minutes or 3 hours. Readers will benefit from Mr. Miller's light-humored writing style while still being personally and professionally challenged by his call to lead with integrity in all situations.
I recommend Management Mess to Leadership Success for leaders starting out and veteran leaders. It is a fresh voice in the leadership book arena. It is enjoyable, instructive, and challenges readers to become their best leadership selves.
December 29, 2019
I picked this book up after listening to the author do a webinar for the American Management Association. The book is short and concise, giving managers 30 short challenges to be better leaders. Though much of what is written here can be found in myriad other sources, Miller brings it all together well into an easy-to-digest volume with plenty of anecdotes of his own management journey. I appreciated Miller's candidness about his own failings early in his management career, and how he turned things around or how he is still struggling with each challenge. It was a refreshing change from many books on the topic where the "expert" is telling you exactly how to do things and how great they are at them. I would have liked a little less name dropping and upselling of his company's products, but overall a fairly solid book and I would recommend it to anyone looking to be a better leader.
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