Awards & Accolades

Our Verdict

  • Our Verdict
  • GET IT

Next book

ALIGN

FOUR SIMPLE STEPS FOR LEADERS TO CREATE EMPLOYEE FULFILLMENT THROUGH ALIGNMENT LEADERSHIP

An innovative and polished look at an unusual management model.

Awards & Accolades

Our Verdict

  • Our Verdict
  • GET IT

A book about leadership methods that focus on personal transformation.

In this debut, entrepreneur and management consultant Meroff lays out a socially oriented management style called “alignment leadership,” which involves making sure that every employee is enthusiastically committed to the company’s goals. Aligned employees, Meroff asserts, feel personal fulfillment in their work—a higher and more sustainable bar than mere involvement. Indeed, he takes his “social process” to an almost transcendental level by applying a word that’s rarely used in the workplace: love. By this, he means a leader’s love for humanity: “if you truly love people and want the best for them, you will find the motivation you need to keep cultivating the culture that allows your people to feel fulfilled.” It’s certainly not a concept that the stereotypically cutthroat Mad Men business culture would have embraced, and even today, Meroff says, it may face resistance. The key, he says, is that every single employee needs to understand and wholeheartedly agree on what, when, and why he or she needs to perform a particular assignment, as well as what the communal goal is. The author has a knack for conveying complex nuances in clean, uncomplicated prose. His four-step recipe, which involves “Culture, Tasks, Resources, and Employee Success,” is, as he says, “simple, but not easy”—it’s a cinch to grasp, but applying it will take communication and persistence. His methodology promises a workplace dynamic in which no one will consider his or her job to be work—which is definitely a tall order in a company with hundreds of employees. Still, Meroff ably covers important what-ifs along the way: “What if you assign a particular task to an employee and their question to you—either spoken or unspoken—is Why do I have to do this?” The book sets itself apart from more typical management guides, which often see pizza parties, happy hours, and corporate retreats as ideal ways to make employees feel valued.

An innovative and polished look at an unusual management model.

Pub Date: July 9, 2019

ISBN: 978-1-5445-0272-4

Page Count: 200

Publisher: Alignment Leadership Publishing

Review Posted Online: Aug. 7, 2019

Categories:
Next book

THE ELEMENTS OF STYLE

50TH ANNIVERSARY EDITION

Stricter than, say, Bergen Evans or W3 ("disinterested" means impartial — period), Strunk is in the last analysis...

Privately published by Strunk of Cornell in 1918 and revised by his student E. B. White in 1959, that "little book" is back again with more White updatings.

Stricter than, say, Bergen Evans or W3 ("disinterested" means impartial — period), Strunk is in the last analysis (whoops — "A bankrupt expression") a unique guide (which means "without like or equal").

Pub Date: May 15, 1972

ISBN: 0205632645

Page Count: 105

Publisher: Macmillan

Review Posted Online: Oct. 28, 2011

Kirkus Reviews Issue: May 1, 1972

Categories:
Next book

NUTCRACKER

This is not the Nutcracker sweet, as passed on by Tchaikovsky and Marius Petipa. No, this is the original Hoffmann tale of 1816, in which the froth of Christmas revelry occasionally parts to let the dark underside of childhood fantasies and fears peek through. The boundaries between dream and reality fade, just as Godfather Drosselmeier, the Nutcracker's creator, is seen as alternately sinister and jolly. And Italian artist Roberto Innocenti gives an errily realistic air to Marie's dreams, in richly detailed illustrations touched by a mysterious light. A beautiful version of this classic tale, which will captivate adults and children alike. (Nutcracker; $35.00; Oct. 28, 1996; 136 pp.; 0-15-100227-4)

Pub Date: Oct. 28, 1996

ISBN: 0-15-100227-4

Page Count: 136

Publisher: Harcourt

Review Posted Online: May 19, 2010

Kirkus Reviews Issue: Aug. 15, 1996

Categories:
Close Quickview