Description
The former Chairman of the Board of Bank of America and columnist for Industry Week magazine answers 70 troublesome questions about managing people.
This book is not about how a company should be operated. It is about how a chief executive, and the other executives down the line, should operate in managing the company. While the two things overlap, it is primarily about the executive, rather than the company.
Yet the company does not come off second best in this approach. Executives get the best results for their companies by doing the best possible job of being executives. At the same time, they are more likely to preserve their own health and peace of mind as well as advance their companies' well-being if they do a good job of being effective executives than if they do a poor one.
The title of the book was chosen to emphasize that being an executive is an art-not a science.
