Pathways to Performance: A Guide to Transforming Yourself, Your Team, and Your Organization - Hardcover

Clemmer, Jim

Hardcover

ISBN 10: 0771573278 ISBN 13: 9780771573279

Publisher: The CLEMMER Group, 1995

Synopsis

"Pathways to Performance" is a must read for any leader or aspiring leader, It will inspire and instruct you to be a change agent for yourself and others.

About this title

From the Publisher

Forward by Scott DeGarmo, Editor in Chief and Publisher, Success Magazine

There is an ancient story that has enjoyed endless variations. The one I know involves three wise but sightless men who chance upon an elephant. The first wise man gets hold of one of the elephant's legs and cries out, "Why, it's a magnificent mansion with huge columns!" The next wise man, feeling the elephant's tail, retorts derisively, "It's nothing of the kind. This is but a very strong rope." The last wise man, feeling one of the elephant's tusks, says with equal certainty, "You are both wrong. What we have here are some of the most fearsome sabers you can ever imagine."

I tell you this story because it reminds me of the endless discussions concerning how to build a successful company. There are those who insist that successful organizations come out of personal effectiveness if your people are effective, then your company will also be. Others insist that it is simply a matter of good leadership with the right leader, any organization will thrive. Others, however, swear with equal fervor that the measure of a successful company lies in the effectiveness of its organizational structure.

Like the experiences of the three wise men, each of these points of view is right in a limited way and wrong in its incompleteness as a total philosophy for corporate improvement. The truth lies in the fact that these three views combined create the necessary vision to build a successful organization. Here, paradox becomes paradigm! Jim Clemmer's Pathways to Performance is the first book I have read that successfully weaves the high-performance rope out of the strands of organizational improvement, leadership development, and personal effectiveness. Here you'll find no quick fixes; Clemmer correctly believes there are none. Rather, he demonstrates what has taken him years of experience to learn, both as a successful entrepreneur (as you will soon read) and as one of the most brilliant and sought-after consultants in North America.

This is no dry tome. Jim's understated humor permeates every part of this book. The style is breezy and accessible. Yet, he is dead-on accurate in pointing out some of the amazing inanities that underlie the way we go about trying to effect change. He may irritate you, and I know he will challenge and perhaps even madden you. But he will make you think!

So, keep your mind open and your ego in check. You'll be richly rewarded!

From the Author

A woman was asked why she was wearing her wedding band on the wrong finger. "Because I married the wrong man," she snapped. Before we make a commitment to spend time together, let's make sure this book is the right fit for you. If you're trying to change and improve a team, business, or large organization, then we're off to a good start. Where you are in the organization is less important than what you are. You need to be (or strongly aspire to become) a leader. Now that doesn't mean you must have a "leadership" job in the traditional management sense. Rather, it means you are trying to initiate and guide change and improvement in a team, business, or organization.

But before you try to change anyone else, you've got to change yourself. Self-leadership is at the heart of effectively leading others. Self-improvement is the beginning point to team or organization improvement. If that sounds as if I've been bungee jumping with a cord that was just a little too long, then we clearly aren't right for each other.

About this edition

• Publisher: The CLEMMER Group
• Publication date: 1995
• ISBN 10: 0771573278
• ISBN 13: 9780771573279
• Binding: Hardcover
• Edition number: 1
• Number of pages: 322