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Stop the Meeting I Want to Get Off!: How Eliminate Endless Meetings While Improving Your Team's Communication, Productivity, and Effectiveness
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Stop the Meeting I Want to Get Off!: How Eliminate Endless Meetings While Improving Your Team's Communication, Productivity, and Effectiveness in Franklin, TN
Current price: $25.00
Barnes and Noble
Stop the Meeting I Want to Get Off!: How Eliminate Endless Meetings While Improving Your Team's Communication, Productivity, and Effectiveness in Franklin, TN
Current price: $25.00
Loading Inventory...
Size: Paperback
Less talk, more action: A guide to better communication, heightened productivity, and fewer meetings
Meetings are the bane of modern corporate culture. Today's managers spend between 25 percent and 75 percent of their workday in meetings, at least half of which are unproductive, if not downright destructive. In a book that is sure to be warmly embraced by beleaguered managers, a decorated Desert Storm platoon leader turned top corporate consultant offers managers a proven system for running a department, or an entire enterprise, without unnecessary meetings.
Successfully adopted by Johnson & Johnson, GE, McKinsey & Company, MetLife, Verizon, and other prestigious Snair clients, the one-on-one management methods outlined in this book:
Improve a manager's ability to gather input
Streamline the communication process
Make influencing key members of an organization much easier
Increase productivity, without stifling openness and job satisfaction
Make managers more "hands-on" by using responsibility as a reward
Meetings are the bane of modern corporate culture. Today's managers spend between 25 percent and 75 percent of their workday in meetings, at least half of which are unproductive, if not downright destructive. In a book that is sure to be warmly embraced by beleaguered managers, a decorated Desert Storm platoon leader turned top corporate consultant offers managers a proven system for running a department, or an entire enterprise, without unnecessary meetings.
Successfully adopted by Johnson & Johnson, GE, McKinsey & Company, MetLife, Verizon, and other prestigious Snair clients, the one-on-one management methods outlined in this book:
Improve a manager's ability to gather input
Streamline the communication process
Make influencing key members of an organization much easier
Increase productivity, without stifling openness and job satisfaction
Make managers more "hands-on" by using responsibility as a reward
Less talk, more action: A guide to better communication, heightened productivity, and fewer meetings
Meetings are the bane of modern corporate culture. Today's managers spend between 25 percent and 75 percent of their workday in meetings, at least half of which are unproductive, if not downright destructive. In a book that is sure to be warmly embraced by beleaguered managers, a decorated Desert Storm platoon leader turned top corporate consultant offers managers a proven system for running a department, or an entire enterprise, without unnecessary meetings.
Successfully adopted by Johnson & Johnson, GE, McKinsey & Company, MetLife, Verizon, and other prestigious Snair clients, the one-on-one management methods outlined in this book:
Improve a manager's ability to gather input
Streamline the communication process
Make influencing key members of an organization much easier
Increase productivity, without stifling openness and job satisfaction
Make managers more "hands-on" by using responsibility as a reward
Meetings are the bane of modern corporate culture. Today's managers spend between 25 percent and 75 percent of their workday in meetings, at least half of which are unproductive, if not downright destructive. In a book that is sure to be warmly embraced by beleaguered managers, a decorated Desert Storm platoon leader turned top corporate consultant offers managers a proven system for running a department, or an entire enterprise, without unnecessary meetings.
Successfully adopted by Johnson & Johnson, GE, McKinsey & Company, MetLife, Verizon, and other prestigious Snair clients, the one-on-one management methods outlined in this book:
Improve a manager's ability to gather input
Streamline the communication process
Make influencing key members of an organization much easier
Increase productivity, without stifling openness and job satisfaction
Make managers more "hands-on" by using responsibility as a reward
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