The People Principle: A Revolutionary Redefinition of Leadership

Excellent book for new leadership people or those that need a new perspective on leadership in almost any size organization.

This is one of the most useful texbooks I have seen in my thirty years plus of teaching adults. It deals realistically with evaluation, leadership, involving the laymen and other important concepts for developing leaders in the ministry of the church. I would highly recommend it. Thank you Stan Toler Phil

Attempts to improve productivity by pouring money into expensive computer technology or down-sizing and reengineering have failed. According to an Andersen Consulting study, restructuring and technology have advanced individual productivity by only 1 percent since 1982, while destroying employee morale and filling workplaces with fear and paranoia. A new approach is needed, says Ron Willingham, one that promotes people over processes. The problem is that people are not machines. They don't produce on demand. They produce when they are motivated from within. The trick to increasing productivity, says Willingham, isn't technology or reengineering, but discovering what motivates people, and tapping into employees' self-motivation to increase work output. You must find out what motivates behavior. Most behavior is motivated by an effort to satisfy needs. These needs fall into seven general categories. 1. Survival: This includes emotional and financial survival. 2. Security: This includes a sense of safety and the freedom to control your own choices. 3. Knowledge: This involves problem-solving, decision-making, satisfying curiosity and knowing how to function in different circumstances. 4. Self-esteem: This involves not only feeling good about yourself, but the ability to engage in satisfying relationships. 5. Self-expression: This is a drive to achieve, move toward purpose and affirm your own uniqueness. 6. Wisdom: This is the desire to understand how things relate to each other. 7. Transcendence: This is a movement beyond material values Willingham offers these tips for using these motivations to increase performance. · Enhance your employees' self-image. · Be the kind of leader who builds people. Understand that you need to work through others to achieve your goals. · Get people thinking about possibilities. Help them to focus on positive goals, and how they could be achieved. · Use coaching and empowerment to improve employee productivity. · Use teams to help employees support each other.

I would rate this book higher if I could.This should be required reading for everyone no matter what your position. This isn't only for managers, but for those that feel they aren't managers or leaders. It helps you learn how to get the most from not only others, but yourself for that is where true learning starts.A friend of mine gave me this book not because he feels I need help, but because he respects me as a person. It is one of the few books I don't just gobble up in a night. I have to slowly read a chapter or few pages, then digest what I read before going back for more. I haven't finished the book yet. I am too busy digesting what I have read so far. I am giving copies to my family, my boss, and the ceo of our company of 40k+ employees out of respect. If you get only one book on leadership and people, get this one!

This book reconnects us with life-our work with life.. It feels so good to have someone confirm that we can have values at work; that valuing people over process and politics is appreciated in the business community. Instead of some new leadership fad or management theory Mr. Willingham has created a simple model: every person is important. People rise to the level of leadership, and to the expectations of leaders. People want to be lead, inspired, challenged, not managed. This is a MUST read, with practical steps, thoughtful exercises, and the best chapter on goals that I have ever read. Please, do yourself and those you lead: READ THIS BOOK!