Power Plays
Shakespeare's Lessons in Leadership and Management
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- 9,99 €
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- 9,99 €
Description de l’éditeur
The issues fueling the intricate plots of Shakespeare's four-hundred-year-old plays are the same common, yet complex issues that business leaders contend with today. And, as John Whitney and Tina Packer so convincingly demonstrate, no one but the Bard himself can penetrate the secrets of leadership with such piercing brilliance. Let him instruct you on the issues that managers face every day:
• Power: Richard II's fall from power can enlighten us. • Trust: Draw on the experiences of King Lear and Othello. • Decision: Hamlet illustrates the dos and don'ts of decision making. • Action: See why Henry IV was effective and Henry VI was not.
Whitney and Packer do not simply compare Shakespeare's plays with management techniques, instead they draw on their own wealth of business experience to show us how these essential Shakespearean lessons can be applied to modern-day challenges. Power Plays infuses the world of business with new life -- and plenty of drama.
PUBLISHERS WEEKLY
Whitney, a former president of Pathmark Supermarkets, and Packer, a founder of a classical theater company, present a rather pedestrian analysis of the Bard's insights on leadership. Whitney, who admits he made tactical mistakes when he took over running the troubled grocery chain, believes that Shakespeare's plays offer important lessons for today's business arena-e.g., that one of the worst strategies is vying for power simply to have more power. "What does Macbeth accomplish once he wears the crown?": the assassination of his best friends. Obviously, that's not the smartest boardroom tactic, but the authors believe many power-hungry managers do the same thing by firing the employees who once supported them. Good executives surround themselves with loyal supporters: Henry V is able to rally his troops the day before the Battle of Agincourt, and Mark Antony garners support by delivering a moving funeral oration for Caesar. Citing other characters and plots, the authors offer managers a mix of useful if somewhat obvious advice. The chapter on acting like a leader, however, is particularly strong; it explains how managers' behavior--from their dress to the way they enter a room--can affect their authority. Although the practical information is not always successfully interwoven with the theatrical references, this unusual look at workplace behavior should help less experienced managers brush up on their people skills.
