Extraordinary performance from ordinary people is a must read for the high performing manager with the ambition to reach corporate leadership status. The book is as practical as it is exciting. How to succeed and which personal qualities are required from those who display the capability for great responsibility, are the themes that run throughout. The book focuses on both the key value adding activities and disciplines for driving through change and the styles of corporate leaders that attract success Extraordinary performance from ordinary people highlights how the leaders of the company, as a corporate team, can adopt and adapt the four value creating styles. It emphasises how to recognise which leadership framework suits the challenges of particular competitive environments. This insight nurtures a confidence to act decisively adopting an approach to communication which harnesses the energies of the organisation to achieve stretching performance targets. It concentrates on how leaders make a difference by what they do. Diagnostic models that show what really works and under which circumstances are core to this book.

Extraordinary performance from ordinary people is a must read for the high performing manager with the ambition to reach corporate leadership status. The book is as practical as it is exciting. How to succeed and which personal qualities are required from those who display the capability for great responsibility, are the themes that run throughout. The book focuses on both the key value adding activities and disciplines for driving through change and the styles of corporate leaders that attract success Extraordinary performance from ordinary people highlights how the leaders of the company, as a corporate team, can adopt and adapt the four value creating styles. It emphasises how to recognise which leadership framework suits the challenges of particular competitive environments. This insight nurtures a confidence to act decisively adopting an approach to communication which harnesses the energies of the organisation to achieve stretching performance targets. It concentrates on how leaders make a difference by what they do. Diagnostic models that show what really works and under which circumstances are core to this book.

The authors provide vivid, detailed case studies of several organizations to illustrate how long-term success comes from value-driven, inter-related systems that align good people management with corporate strategy.

What makes a company great? After all, management trends come and go. Economic conditions fluctuate and market demands shift. Corporations re-structure and new owners take over. The one constant, the one enduring truth, is that people define the character of a company. They always have and always will. Motivated, passionate people make the difference between ho-hum mediocrity and extraordinary performance. That's the message from Peter W. Schutz, former CEO of Porsche AG and author of this new book. Schutz explains that people are the heart and soul of any business. In The Driving Force, he shares a wealth of insights he learned throughout his career that relate to the successful management of people.

This is the story of Condoleezza Rice that has never been told, not that of an ultra-accomplished world leader, but of a little girl--and a young woman--trying to find her place in a sometimes hostile world, of two exceptional parents, and an extended family and community that made all the difference. Condoleezza Rice has excelled as a diplomat, political scientist, and concert pianist. Her achievements run the gamut from helping to oversee the collapse of communism in Europe and the decline of the Soviet Union, to working to protect the country in the aftermath of 9-11, to becoming only the second woman--and the first black woman ever--to serve as Secretary of State. But until she was 25 she never learned to swim, because when she was a little girl in Birmingham, Alabama, Commissioner of Public Safety Bull Connor decided he'd rather shut down the city's pools than give black citizens access. Throughout the 1950's, Birmingham's black middle class largely succeeded in insulating their children from the most corrosive effects of racism, providing multiple support systems to ensure the next generation would live better than the last. But by 1963, Birmingham had become an environment where blacks were expected to keep their head down and do what they were told--or face violent consequences. That spring two bombs exploded in Rice’s neighborhood amid a series of chilling Klu Klux Klan attacks. Months later, four young girls lost their lives in a particularly vicious bombing. So how was Rice able to achieve what she ultimately did? Her father, John, a minister and educator, instilled a love of sports and politics. Her mother, a teacher, developed Condoleezza’s passion for piano and exposed her to the fine arts. From both, Rice learned the value of faith in the face of hardship and the importance of giving back to the community. Her parents’ fierce unwillingness to set limits propelled her to the venerable halls of Stanford University, where she quickly rose through the ranks to become the university’s second-in-command. An expert in Soviet and Eastern European Affairs, she played a leading role in U.S. policy as the Iron Curtain fell and the Soviet Union disintegrated. Less than a decade later, at the apex of the hotly contested 2000 presidential election, she received the exciting news--just shortly before her father’s death--that she would go on to the White House as the first female National Security Advisor. As comfortable describing lighthearted family moments as she is recalling the poignancy of her mother’s cancer battle and the heady challenge of going toe-to-toe with Soviet leaders, Rice holds nothing back in this remarkably candid telling.