Mind-Set Management: The Heart of Leadership

Hardcover | November 1, 1995

bySamuel A. Culbert

not yet rated|write a review
You can follow any business guru you want, be it Peter Drucker or Tom Peters. You can adopt any new management concept, from reengineering to "empowering people." But Samuel A. Culbert has one caveat: no matter what managerial "religion" you choose--and there are many sound ones--before youcan lead, manage, or team up effectively, you must comprehend the mind-sets that direct the people with whom you are interacting. In Mind-Set Management, Culbert provides a model for thinking about other people--about their self-interested motives and about their biased views of work events--as heshows managers at all levels how to use psychology instead of manipulation in giving valid, even great, advice. The essence of leading and managing, says Culbert, is "staging the conditions for others to be effective," which today entails giving advice and feedback, not issuing directives. This is particularly true with today's "empowering" management styles. But, as most managers know all too well, adviceis often resisted, resented, and ignored. The problem, Culbert contends, is that managers don't have the other person in focus: When they formulate advice, they think they are attuned to the other person, but in fact the person they have listened to most is themselves. Mind-Set Management will helpyou focus on the person you want to advise, explaining what you need to learn and to know in order to give advice that is great because it is advice that actually gets used. It will prompt you to ask yourself (and will help you answer) such questions as: Why do people insist on seeing events withtheir own particular biases and distortions? Why do they resist my best ideas and advice about how they can function most effectively? Why can't I get people to change how they reason and think? Why do people have so much difficulty putting internal politics aside? What's needed for people to trustone another and listen to advice? Why are some people blind to the obvious logic behind the feedback and advice they receive? Culbert has packed the book with vivid case illustrations and stories that people, whether CEOs or project staff, will identify with--weaving the concepts and storiestogether to present evidence that makes the lessons personally compelling. With these lessons, you will find yourself reading essential, previously unseen dimensions of what is critical in the other person's thinking. You will be better able to see where other people's interests lie and how theyview the corporation and the task at hand, and you will be able to give great advice, advice that will be followed because it serves the interests of the person who receives it even as it advances the company's goals. Today there are many new and progressive ideas about how to manage more effectively, but without the psychological component that Samuel Culbert provides in Mind-Set Management, you are simply putting old wine in new bottles--as what seems "new" quickly becomes business as usual. Thus this is animportant, groundbreaking work. Indeed, Warren Bennis, in the Foreword, calls it "one of the lasting contributions to our understanding of corporations, the psychology of people who work in them, and perhaps most of all, a contribution to understanding ourselves."

Pricing and Purchase Info

$71.50

Ships within 1-3 weeks
Ships free on orders over $25

From Our Editors

This groundbreaking look at the psychological side of management, from the author of The Organizational Trap, provides the missing component that will make the other hot management trends work, reveals how to give advice using a human approach, and offers a wealth of real-life anecdotes and cases where mind-set management has been succ...

From the Publisher

You can follow any business guru you want, be it Peter Drucker or Tom Peters. You can adopt any new management concept, from reengineering to "empowering people." But Samuel A. Culbert has one caveat: no matter what managerial "religion" you choose--and there are many sound ones--before youcan lead, manage, or team up effectively, you ...

From the Jacket

You can follow any business guru you want, to be it Peter Drucker or Tom Peters. You can adopt any new management concept, from reengineering to "empowering people". But Samuel A. Culbert has one caveat: no matter what managerial "religion" you choose - and there are many sound ones - before you can lead, manage, or team up effectively...

Samuel A. Culbert is Professor of Management at UCLA's Anderson Graduate School of Management and is a licensed clinical psychologist. He is the author or co-author of The Organization Trap and Radical Management, and of The Invisible War, which won the AAP award as the best business and management book of 1980.

other books by Samuel A. Culbert

Get Rid Of The Performance Review!: How Companies Can Stop Intimidating, Start Managing--and Focus…
Get Rid Of The Performance Review!: How Companies Can S...

Hardcover|Apr 14 2010

$31.97 online$31.99list price
Radical Management
Radical Management

Kobo ebook|May 11 2010

$16.99

Don't Kill the Bosses!: Escaping the Hierarchy Trap
Don't Kill the Bosses!: Escaping the Hierarchy Trap

Kobo ebook|Sep 9 2001

$19.29 online$24.95list price(save 22%)
see all books by Samuel A. Culbert
Format:HardcoverDimensions:368 pages, 9.49 × 6.5 × 1.18 inPublished:November 1, 1995Publisher:Oxford University Press

The following ISBNs are associated with this title:

ISBN - 10:0195097467

ISBN - 13:9780195097467

Look for similar items by category:

Customer Reviews of Mind-Set Management: The Heart of Leadership

Reviews

Extra Content

From Our Editors

This groundbreaking look at the psychological side of management, from the author of The Organizational Trap, provides the missing component that will make the other hot management trends work, reveals how to give advice using a human approach, and offers a wealth of real-life anecdotes and cases where mind-set management has been successfully applied

Editorial Reviews

"At SCEcorp we're in the process of reinventing ourselves and learning how to be global players. We've already got talented capable people; we need to find better ways to help everyone on the team succeed. That's why the lessons in this book are so essential."--John E. Bryson, Chairman andCEO, SCEcorp and Southern California Edison Co.