Scan barcode
matty_icey's review
3.0
Get it, want it, and have the capacity to do it. That determines the right people in the right seats. Find your right people in the right seats, pay above industry standard, give honest and frequent feedback, don’t make things personal but talk about what is and isn’t working, spend more time with your best workers than the bottom performers, when listening allow for pauses, and don’t take other people’s monkeys, help but don’t take on the problems you’ve empowered them to do, delegate what you don’t enjoy or aren’t good at so you can do what you enjoy and are good at.
shanaqui's review against another edition
informative
2.0
This book separates being a good boss into two segments: being a good manager, and being a good leader. It has prescriptions for fixing up your capabilities with both, and is deeply discouraging if you don't feel a call to be a manager. It's deeply suspicious about people who have life/work boundaries (for instance, people who leave at 5pm because that's the time they finish work) and encourages prospective "great bosses" to be the same. Meh.
veryperi22's review
5.0
Despite the off-putting title and preppy narrator, this is an excellent book for managers working at companies running on EOS
stormhawk's review
3.0
More of (some of the same) good information in Traction. My biggest concern with this is that EOS uses Jim Collins "Good to Great" book as a foundation. That book studied companies in the 1990's when the baby boomer generation were in their 30's and 40's. There were plenty of potential employees for every position. You could afford to be choosy and move people out of organizations quickly because you knew there would be a large pool of replacement candidates. That is not how it is today. Organizations need to spend much more time developing people, growing them, coaching, mentoring, etc. There is none of that in this book. It is mostly about evaluate them, if they are the wrong person or in the wrong seat - terminate them and find someone else. Feels like this book misses the reality of what organizations are experiencing when it comes to employee management.