By Guest Contributor LID Publishing
Today we look at People-Centric Management by Lukas Michel where he shares the four levers that managers use to bring out the greatness of others.
HOW MANAGERS USE FOUR LEVERS TO BRING OUT THE GREATNESS IN OTHERS
Today’s dynamic business environment requires new ways to man- age, lead, work, and organize. Traditional paradigms of efficiency, agency theory, transactions and scale are replaced or augmented with principles that focus on people, self-organization, and purpose for greater innovation and growth.
To expand on his previous books, Lukas Michel presents new research, practical applications and the experience with People- Centric Management, agile organization and work on the system to establish new management where people unlock their talent, master greater challenges and perform at their peak.
The book offers the legendary People-Centric Diagnostic that forces the reader to decode and rethink the many assumptions underlying their management model and systems. In combination, the people-centric model, the three-step process and action agenda will help executives establish leadership everywhere to succeed in a dynamic environment.
Peter Drucker’s challenge for management in the 21st century was to make knowledge work productive. It was clear to him that the traditional top-down approaches would not work in a complex, interconnected and unpredictable world. Learning from experience (and experimenting) at scale and ‘agile’ have emerged as key components of a new answer. Building on his previous work on The Performance Triangle, Lukas Michel describes practical ways of changing the operating system for the organization by putting people in the centre of the endeavour. A book by a practitioner for practitioners.
Dr Richard Straub, President, Peter Drucker Society Europe, Vienna
“The context in which we now work (digital and VUCA worlds) requires us to seriously reconsider how we lead and work, and in a substantially different way. Lukas Michel, in his new book, People-Centric Management, deftly presents a guided path for leaders who truly wish to transform their organization and teams – becoming people-centric practitioners coupled with ‘agile,’ resulting in an enabled, empowered and engaged workforce that optimizes institutional knowledge and skills for sustainable competitive advantage. Lukas presents a compelling data set spanning 20 years and introduces practical and meaningful diagnostic tools to measure, track and direct an organization towards its true potential.
Mark Béliczky, Executive Management Consultant and Advisor, The Carlyle Group, Washington, DC
The closest comparison to Lukas Michel is a very mature and perfectly bodied red wine at its peak. The last book of this trilogy takes the leaders on a journey that spans from ancient Greece to important levers dealing with reality, and emphasizes the importance of lifelong learning and clear prioritization. So, the message is clear: ‘People first, organization second, clients third and owners fourth.’ This sounds harsh, but at the end of the book most readers will agree with this story, the reasoning behind it and the spark of Lukas’ passion for this topic.
Michael Eckert, Senior Program Manager – Business Excellence, Site Management, Merck KGaA, Darmstadt
ABOUT THE AUTHOR
LUKAS MICHEL has 30 years’ senior executive experience in global firms, supporting executives worldwide with agile management, enabling organizations to make step-changes in performance, innovation and growth. His consulting company, Agility Insights, is now present in 10 countries. He is the author of the THE PERFORMANCE TRIANGLE and MANAGEMENT DESIGN (both published by LID), which he uses regularly to support his client work. He is an Associate of the Peter Drucker Society and his work has been featured as part of the leading conversation at the annual Global Drucker Forum in Vienna. As a thought-leader on the subject of agility, he frequently publishes in journals, lectures at universities and speaks at recognized management forums around the world.
This book argues that people-centric leadership is essential to succeed in the new dynamic business context. It offers four agile levers for leaders to unlock the full potential of people and turn valuable business opportunities into value for society. The challenge for leaders is to balance the tensions between the changing business context and the needs of people to apply their potential. People are at the centre of attention in this book.
To unlock the full talent of people and succeed in a dynamic context, people need a work environment which differs from traditional organizations. It’s an organization with tools, capabilities, and a culture designed for people. It caters to the individual. Organizations that want to deliver superior outcomes in a dynamic environment require agility – agile tools, agile capabilities – and a culture with a shared mindset that enables people to serve customers.
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