دانلود کتاب هیچ کاری نکن! قدرت رهبری را کشف کنید

ON AUGUST 15, 2011, I submitted what I hoped was my final draft of Do Nothing! Of course, it wasn’t really the absolutely final draft—I got great feedback from my agent, Jim Levine, and my editors at Penguin. But that was a little over four years ago, and a lot has happened since. Most important, I’ve gotten a lot of feedback from readers. Friends and relatives sent me a host of lovely notes of congratulation and encouragement. What surprised me most, however, were the notes I received from people I had never met—people who clearly had read the book and found it not only useful but reassuring, thought-provoking, and inspiring. One of our administrators here at the Kellogg School of Management, for instance, wrote and thanked me for reaffirming her ideas; until seeing and reading Do Nothing!, she had never been quite sure that her laid-back, delegating style was really the best way to approach her job. It seemed to work well, but she didn’t see other leaders using the same techniques. When she read the book, it all seemed familiar, and she felt reassured that she was doing the right thing. Another reader, from Hungary, wrote recently that “under our workplace circumstances a lot of leaders (department leaders, shift leaders, some upper leaders) are not efficient really because practically they are swimming in work.” In contrast, he has tried “to strictly apply the ‘Do Nothing’ principles during the leading of a project team. . . . The distributed tasks were performed successfully, according to schedule and everyone has been re sponsible for their own unambiguous tasks. And indeed I have had to intervene in the workflow minimally only.” Finally, I have relentlessly grilled my executive MBA students before they graduate to see how many of them have taken the Do Nothing! lessons to heart, and how many of them have found that they work. Many of them have provided rich examples of the power of Doing Nothing. One executive student told me, for in stance, that he assigned a new project to a new hire. He was amazed at how much she accomplished and that, as a result, the company had moved into new areas they would not have envi sioned before. This has given him exciting, new challenges and it has paved the way for a fast, executive career track for his new hire. Another of our recent graduates wrote to say, “Do Nothing! distilled the habits displayed by the best leaders I have served for and with during my 27-year career as a Naval Officer. Unique to all of them has been the natural ability to lead and motivate highly performing teams by getting out of their way. Setting the vision, then trusting your people to execute invariably leads to success. Easier said than done, but the lessons found in Do Nothing! provide the road map to the desired outcomes.” These are just a few of many stories that keep coming in. The feedback has been unanimous: Doing Nothing and its associated principles really works. Leaders who have bought into the Do Nothing! approach are doing less work and actually acting like leaders, and their team members are flourishing. As you can imagine, this is tremendously reassuring. Although I had tried out these ideas many times with many executives before the book came out, the feedback I received was less complete and less comprehensive. By being forced to put things on paper—indelibly—I took the risk of including a wide variety of contrarian ideas. Not to shock people, but certainly to get their attention, to get them thinking, and to push them to do what wasn’t necessarily natural. Their continuing success has been one of the most heartwarm ing events in my life. In fact, I can’t imagine an author who could ask for anything more.