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...
years skills people
Lyndon Johnson (with Abraham Lincoln close behind). Johnson was able to get things done, to read other people, and to adjust his own approach accordingly. One of the reasons he has so fascinated biographer Robert Caro over the years is Johnson's consummate skill in acquiring and using influence.
powerful reality people
People who don't have as much power as they would like often begin by attributing their difficulties to the environment - competitors, bosses, economic circumstances, and so forth. But in reality people are customarily their own biggest impediment to being as powerful as they would like.
opposites people decision
Personal growth and professional development require mostly being treated like an adult, which is pretty much the opposite of what happens in most workplaces. People need to be able to make decisions. To do that effectively, they need information and training in how to use it.
organization people leader
With respect to trust, people tell me that it is essential for organizational functioning. Maybe, but most surveys of trust find that trust in leaders is low and nonetheless, organizations role along quite nicely.
believe people leader
Authenticity seems like sort of a joke. Actually I believe it was the late comedian George Burns who said, "if you can fake sincerity, you've got it made." People cannot be invariant across situations and roles and, moreover, leaders need to be true not to themselves, but to what others want, need, and expect from them.
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.
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.
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.
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.
successful organization people
Successful organizations understand the importance of implementation, not just strategy, and, moreover, recognize the crucial role of their people in this process.
thinking people leader
Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn't go to hell if you take a day off.
adjusting
Every day, every hour, every minute, they're adjusting in real time.
cut ought success treated
You can never cut your way to success. How would those analysts like to be treated like they think (Costco or Starbucks) ought to treat their people?