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Leading Apple With Steve Jobs: Management Lessons From a Controversial Genius
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Format: Hardcover, 175pp.
Pub. Date: September 25, 2012
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Item No: 9781118379523
Description and Reviews
From The Publisher:
Most books on Apple or Steve Jobs have been written by journalists and focus on Steve's colorful personality. Jay Elliot was personally hired by Steve, just in time to accompany him on the last of his historic visits to Xerox's Palo Alto Research Center—visits that changed the course of computing. As Senior VP of Apple, Jay served as Steve's right-hand man and troubleshooter, overseeing all company procedures and strategic planning, as well as software development and HR. In Leading Apple with Steve Jobs, Jay details the management principles he learned from Steve—and what every manager can learn about motivating people to do the best work of their lives.
Most people don't realize that Steve cared as much about how Apple operated, and how it motivated its people, as he did about creating great products. He used the phrase "Pirates! Not the Navy" as a rallying cry—a metaphor to "Think Different." In the days of developing the Macintosh, it became a four-word mission statement. It expressed the heart of Apple and Steve. The management principles that grew out of that statement form the backbone of this book, including how to:
Leading Apple with Steve Jobs provides the wisdom and the inspiration you need to shift your thought paradigm, manifest your vision, and inspire your team to achieve groundbreaking innovations.
- Find talented people who will understand your objectives and make a contribution to that effort
- Identify the traits that determine whether a person will be so committed to the vision that they will provide their own motivation
- Ensure that your employees possess the ability to come up with original, unique ways to approach a problem and are self-guided with a strong sense of direction
- And much more
Steve Jobs managed and motivated his people to surpass their own expectations and execute the best work of their lives. Jay Elliot taps his experience serving as Steve's right-hand man to show how anyone can shift his or her personal paradigm to become more Steve Jobs-like—to assemble and lead innovative teams.
Leading Apple With Steve Jobs shares practical examples from Apple and Steve Jobs that demonstrate how to apply his management principles in the everyday world of business. Learn how to find the right talent, the people who will understand your objectives and jump at the chance to make a contribution. Determine who will be so committed to your organization's vision that they will provide their own motivation. Attract the most dynamic thinkers and harness all of their passion to drive success for your business.
Leading Apple With Steve Jobs offers a unique insider's view of what it was like to manage side by side with Steve. Discover what it means to be a Pirate, to "Think Different." And inspire your team to achieve more than anyone ever thought possible.
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About the Author
Jay Elliot was a senior member of the original Macintosh development team and helped Steve Jobs develop the overall Mac design inspired by Xerox PARC. Becoming Senior Vice President of Apple reporting directly to Steve, Jay ran all corporate operations, including business planning, IT, facilities, and HR, for Apple worldwide. As a mentor to Steve, Jay was able to impart the management principles Jay had learned at IBM and Intel, which helped Steve build Apple into a multibillion-dollar company.
Table of Contents
|Preface Why I Wrote This Book||ix|
|1||A Ding in the Universe: Everything Starts with an Inspiring Vision||1|
|2||Steve’s Business Philosophy and Values||15|
|3||People Who Know More than You: Choosing and Leading Your Lieutenants||29|
|4||Steve’s Secrets for Selecting Great People||41|
|5||Unusual Interviewing Techniques||53|
|6||To Protect Innovation, Create a Company within a Company||61|
|7||“No More Crap Products”: Creating Excellence||73|
|8||More on Product Strategy: Design Is How It Works||85|
|9||Entrepreneurial Confidence and High Standards||93|
|10||Employee Owners: Rewarding the Product Stakeholders||99|
|11||The Apple Workplace: Fostering Creativity||107|
|12||When Selling Becomes More Important than the Product||121|
|13||“And One More Thing”: Looking into the Distance||139|
|14||Flowers at His Doorstep: The Heritage of Steve Jobs||149|
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