Jeffrey Pfeffer
Jeffrey Pfeffer
Jeffrey Pfeffer, is an American business theorist and the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, and is considered one of today's most influential management thinkers. Pfeffer strives to educate and inspire leaders to seek power through evidence-based management, the knowing-doing gap, high performance culture, and unconventional wisdom...
organization people effort
Profits are related to customer retention. Customer retention is related to employee retention. Employee retention may or may not be related to benefits, but benefits could be part of the package that causes people to stay and -- by the way -- engage in discretionary effort. .. If you go into any organization that's customer-facing, you can tell in five minutes when the employees are feeling abused. They retaliate on the customers.
smart skills people
I am increasingly convinced that people who have power are not necessarily smarter than others. Beyond a certain level of intelligence and level in the hierarchy, everyone is smart. What differentiates people is their political skill and savvy.
intellectual-capital ifs
Knowledge is only useful if you do something with it.
normal abnormal return
You can't be normal and expect abnormal returns.
business creativity want
Most organisations say they want creativity, but really they do not.
opportunity white space
Witness Donald Trump's current presidential campaign. So first people need to find the white spaces, the unexploited or underexploited niches where there is less competition and more opportunity.
solutions
Point at solutions instead of at each other.
careers people warning
My overall recommendation: for decades corporate policy manuals and HR departments have told people they are responsible for their own careers. It's about time people really heeded those warnings.
dark reality careers
I completely reject the idea that working adults need to be treated like infants or worse and not told the realities, harsh or not, about the world of work. Keeping people in the dark and filling them with stories that are either mostly fabricated, unusually rare, or both, doesn't do anyone any good. It is one of the reasons that workplaces and careers remain in such dire straits.
information-sharing giving people
So, the three qualities of a workplace that would develop people would be information sharing, investing in the training of the workforce, and giving employees the ability to use their training and information to make decisions.
jobs believe views
The single biggest barrier to effective leadership is, in my view, the leadership industry itself. Instead of telling people the skills and behaviors they need to be effective in getting things done, we tell them almost the opposite - blandishments about how we wish people would be, and how we wish workplaces were. That information is worse than useless as, to the extent people believe it, they often wind up losing their jobs.
two path comfortable
The best path to power combines two things: 1) a path that not many are taking and 2) something that you are capable and comfortable with doing.
book writing opposites
I decided to write Leadership BS because I was irritated by the hypocrisy in the leadership literature and the fact that many of the people writing leadership books exhibited behavior that was precisely the opposite of what they advocated and also what they claimed they did. Stories did not seem to be a good foundation on which to build a science of leadership.
self class people
The class focuses intensely on making people more comfortable with doing a wider range of things - such as networking, self-promotion, building their own personal brand, cleverly acquiring resources, getting known - that they may have been less comfortable with before.