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Produkt vom BFSG ausgenommen: Hersteller ist Kleinstunternehmen

Minerva

Federico J. González Tejera

Vivir y trabajar en el extranjero

Manual de supervivencia

Estrategias para persuadir y conseguir lo que te propongas (Strategies to persuade and achieve your goals)

Influye y convence (Influence and convince - Spanish Edition)

El experto en psicologçœŸa del liderazgo y autor best seller de Integridad, Necessary Endings, y LçœŸmites para lçœŸderes identifica el ingrediente crçœŸtico para el bienestar personal y profesional. 
La mayor parte de liderazgo se enfoca en ayudar a lçœŸderes a desarrollar sus capacidades y conocimientos y cerrar las brechas en el desempeçœŸo. Esto es necesario, pero no suficiente. Utilizando evidencia de neurociencia y su trabajo con lçœŸderes, el doctor Henry Cloud demuestra que los mejores lçœŸderes se basan en otro recurso vital: relaciones personales y profesionales que potencian el crecimiento y les ayuda a superar los lçœŸmites actuales.
La sabidurçœŸa popular sugiere que no debemos permitir que otras personas tengan poder sobre nosotros, pero la realidad es que lo hacen, para bien o para mal. Piensa en el jefe que te menosprecia mediante comentarios cortantes versus uno que te reta a superarte. O el colega que siempre busca el protagonismo versus el que te da la confianza para terminar un proyecto difçœŸcil. O el cçœŸnyuge que es honesto y te apoya versus el que se resiente con tu çœŸxito. No importa cï¿½n talentosos, inteligentes, o experimentados son los grandes lçœŸderes, todos comparten algo en comçœŸn: el poder de otros en sus vidas.
Combinando estudios de caso cautivadores, resultados convincentes de investigaciçœŸn cerebral vanguardista, y ejemplos de su prçœŸctica de consultorçœŸa, el doctor Cloud argumenta que no importa si eres miembro de la milicia o un ejecutivo corporativo, el rendimiento sobresaliente depende de tener el tipo correcto de conexiones para potenciar el crecimiento personal y minimizar las asociaciones tçœŸxicas y sus efectos. Al presentar un modelo dinçœŸmico del impacto que estos distintos tipos de conexiones producen, el doctor Cloud muestra a los lectores cçœŸmo obtener mçœŸs de sçœŸ mismos basçœŸndose en la fuerza y la pericia de otras personas.
No puedes elejir si otros tienen o no poder en tu vida, pero puedes elegir qï¿½ tipo de relaciones deseas.
Most leadership coaching focuses on helping leaders build their skills and knowledge and close performance gaps. These are necessary, but not sufficient. Dr. Henry Cloud shows that the best performers draw on another vital resource: personal and professional relationships that fuel growth and help them surpass current limits.
Most leadership coaching focuses on helping leaders build their skills and knowledge and close performance gaps. These are necessary, but not sufficient. Using evidence from neuroscience and his work with leaders, Dr. Henry Cloud shows that the best performers draw on another vital resource: personal and professional relationships that fuel growth and help them surpass current limits.
Popular wisdom suggests that we should not allow others to have power over us, but the reality is that they do, for better or for worse. Consider the boss who diminishes you through cutting remarks versus one who challenges you to get better. Or the colleague who always seeks the limelight versus the one who gives you the confidence to finish a difficult project. Or the spouse who is honest and supportive versus the one who resents your success. No matter how talented, intelligent, or experienced, the greatest leaders share one commonality: the power of the others in their lives.

El experto en psicología del liderazgo y autor best seller de Integridad, Necessary Endings, y Límites para líderes identifica el ingrediente crítico para el bienestar personal y profesional. La mayor parte de liderazgo se enfoca en ayudar a líderes a desarrollar sus capacidades y conocimientos y cerrar las brechas en el desempeño. Esto es necesario, pero no suficiente. Utilizando evidencia de neurociencia y su trabajo con líderes, el doctor Henry Cloud demuestra que los mejores líderes se basan en otro recurso vital: relaciones personales y profesionales que potencian el crecimiento y les ayuda a superar los límites actuales.La sabiduría popular sugiere que no debemos permitir que otras personas tengan poder sobre nosotros, pero la realidad es que lo hacen, para bien o para mal. Piensa en el jefe que te menosprecia mediante comentarios cortantes versus uno que te reta a superarte. O el colega que siempre busca el protagonismo versus el que te da la confianza para terminar un proyecto difícil. O el cónyuge que es honesto y te apoya versus el que se resiente con tu éxito. No importa cuán talentosos, inteligentes, o experimentados son los grandes líderes, todos comparten algo en común: el poder de otros en sus vidas.Combinando estudios de caso cautivadores, resultados convincentes de investigación cerebral vanguardista, y ejemplos de su práctica de consultoría, el doctor Cloud argumenta que no importa si eres miembro de la milicia o un ejecutivo corporativo, el rendimiento sobresaliente depende de tener el tipo correcto de conexiones para potenciar el crecimiento personal y minimizar las asociaciones tóxicas y sus efectos. Al presentar un modelo dinámico del impacto que estos distintos tipos de conexiones producen, el doctor Cloud muestra a los lectores cómo obtener más de sí mismos basándose en la fuerza y la pericia de otras personas.No puedes elejir si otros tienen o no poder en tu vida, pero puedes elegir qué tipo de relaciones deseas.Most leadership coaching focuses on helping leaders build their skills and knowledge and close performance gaps. These are necessary, but not sufficient. Dr. Henry Cloud shows that the best performers draw on another vital resource: personal and professional relationships that fuel growth and help them surpass current limits.Most leadership coaching focuses on helping leaders build their skills and knowledge and close performance gaps. These are necessary, but not sufficient. Using evidence from neuroscience and his work with leaders, Dr. Henry Cloud shows that the best performers draw on another vital resource: personal and professional relationships that fuel growth and help them surpass current limits.Popular wisdom suggests that we should not allow others to have power over us, but the reality is that they do, for better or for worse. Consider the boss who diminishes you through cutting remarks versus one who challenges you to get better. Or the colleague who always seeks the limelight versus the one who gives you the confidence to finish a difficult project. Or the spouse who is honest and supportive versus the one who resents your success. No matter how talented, intelligent, or experienced, the greatest leaders share one commonality: the power of the others in their lives.

El asombroso efecto que otras personas tienen sobre ti, desde la sala de juntas hasta el dormitorio y más allá, y qué hacer al respecto

El poder del otro

A community devoured by greed, cowardice, and fear. A man persecuted by the ghosts of his painful past. A young woman searching for happiness. In one eventful week, each will face questions of life, death, and power, and each will choose a path. Will they choose good or evil?In the remote village of Viscos -- a village too small to be on any map, a place where time seems to stand still -- a stranger arrives, carrying with him a backpack containing a notebook and eleven gold bars. He comes searching for the answer to a question that torments him: Are human beings, in essence, good or evil? In welcoming the mysterious foreigner, the whole village becomes an accomplice to his sophisticated plot, which will forever mark their lives.Paulo Coelho's stunning novel explores the timeless struggle between good and evil, and brings to our everyday dilemmas fresh perspective: incentive to master the fear that prevents us from following our dreams, from being different, from truly living.The Devil and Miss Prym is a story charged with emotion, in which the integrity of being human meets a terrifying test.

“The Devil and Miss Prym is a simple tale, with the meaning of life and spiritual guidance at its core.”-- The GuardianA community divided by greed, cowardice, and fear. A man haunted by the ghost of a painful past. A young woman in search of happiness. Seven days, a short period during which good and evil will wage a decisive battle, and each character will decide on which of the two sides they belong. The small village of Viscos is the setting for this disturbing fight. With the arrival of a foreigner, the entire town becomes an accomplice in a perverse plot that will forever mark the history of its inhabitants.The foreigner has traveled from far away and needs to find the answer to a question that torments him: Are human beings, in essence, good or evil? At once an evocative novel and a suspenseful page-turner, The Devil and Miss Prym captures one moment in our eternal struggle for self-knowledge, asking a question that all of us have stopped to reflect on at some point: What is the essence of the human being?&nbsp;

A Novel of Temptation

Devil and Miss Prym

Good to Great

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:<ul><li>Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.</li><li>The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.</li><li>A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.</li><li>The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.</li></ul>“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

Why Some Companies Make the Leap...And Others Don't

Estar A Cargo No Es Lo Mismo Que Ser Líder De Equipo

Vivir y trabajar en el extranjero

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