A book by Nicholas Sparks
Both of these books present palatable lessons on leadership, change, risk management, crisis management, power, and emotion, though Corrigan's book has a unique chapter, "Listening to Fools and Knaves." Corrigan's approach is more closely tied to Shakespeare's … see full wiki
1. Recognize and manage the assets we already have.
2. Assume responsibility.
3. Consider credibility the most valuable corporate and personal equity, yet most vulnerable to rapid depreciation.
4. Use mergers to compound strengths. Yet realize that, to pay dividends, the bonds between the partners must be both strong and flexible.
5. Consider personnel selection to be as critical in choosing friends in life as it is in finding bosses, colleagues, and subordinates in business.
6. Appreciate how human frailties and failings should inspire tolerance and a desire to help associates realize their full potential.
7. Brace for a crisis and recover as quickly as possible.
8. Practice fiscal responsibility.
9. Prize reputation as the core competency in the accounting of corporate and personal life.
Granted, I have quoted these Lessons out of context but the fact is, none really has much of a context; moreover, they are the key points which Augustine and Adelman (not I) emphasize. I urge those interested in Elizabeth I to read the two books about her mentioned earlier. Also, to read several of Shakespeare's greatest plays (let's say, Hamlet, Othello, King Lear, and Macbeth) and then, perhaps, an authoritative commentary such as McElroy's Shakespeare's Mature Tragedies. Having done so, any reasonably intelligent person should be able to recognize the nature and extent of relevant correlations between the Age of Elizabeth (exemplified by but by no means limited to the works of Shakespeare) and our own. My view is that we do not read the works of authors such as Shakespeare to gain a better understanding of business leadership; rather, to gain a better understanding of human nature and, thereby, of ourselves. One man's opinion.
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