During his 40-year career on Wall Street, Dick Jenrette did things "differently." He co-founded the upstart firm of Donaldson, Lufkin & Jenrette and turned it into an international investment banking and securities powerhouse. As CEO of Equitable, he spurned "business as usual" tactics and revitalized the venerable but floundering insurer. Now Jenrette, famed as the Great Contrarian, offers his candid account of the lessons he learned and the unorthodox approaches he took in becoming a Wall Street legend. He shows how unconventional thinking can help anyone running a department, a division, or a company to overcome adversity, find success, and have fun in the process. Jenrette advises on how to: develop a contrarian business strategy...make deep cost cuts without destroying morale...and put together a top management team using highly unconventional but effective tools. He also pinpoints the single biggest cause of corporate failures...forecasts what the next big financial product will be...and predicts the need for more Contrarian Managers for the 90s and beyond.
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Richard Jenrette--cofounder of investment banking and securities firm Donaldson, Lufkin & Jenrette, and the retired head of Equitable Life, who is credited with saving the company from collapse--is a firm believer in developing strong CEOs, setting specific goals, preserving historic homes, and using astrology to make certain decisions. His easy-going memoir, The Contrarian Manager, details how such unorthodox thinking has served him well during a 40-year Wall Street career.From the Back Cover:
"People are going to have a lot fo fun reading your book; I know I did...It’s a very easy read and a journey well worth chronicling."—Warren E. Buffet. "When a company finds itself in crisis, it needs a manager who can keep a cool head while creating the right strategy. Throughout his 40-year career on Wall Street, Dick Jenrette has shown he has what it takes to surf a tsunami."—Fortune magazine. Here at last are the memoirs of Wall Street legend Dick Jenrette. Famed as the Great Contrarian, he succeeded in business "by doing it differently." He saved his maverick firm during rocky economic times, and rescued and revitalized the deeply troubled insurance giant, Equitable—while having fun along the way. For every manager weary of the buzzwords that masquerade as sound business strategies, Jenrette’s irreverent advice will be a refreshing tonic: "As Chief Executive Officer, never hesitate to pay others more than you are making yourself." "The worst thing you can do—in getting your own team in place—is to try to clone yourself with think-alike, act-alike, look-alike types." "Communicate we must—but, please, not in committees." "Companies are trying too much to please Wall Street. CEOs should just make the cuts and stop beating on their chests like Superman." "I could never understand why any manager worth his salt would want to bring in a consultant to set business policy."
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