Speed Lead: Faster, Simpler Ways to Manage People, Projects, and Teams in Complex Companies - Rilegato

Intensely practical. Hall's book is a highly stimulating guide to creating a more efficient business. Any global firm would benefit from the chapter on managing across time zones by organising continuous 24-hour working. (Director Magazine)

An eminently practical book, good at giving pragmatic, realistic tips that can help the reader to reframe and reflect on one's practice, and change behaviour without the guilt from being "stuck" in an outdated managerial mindset. This is a well-organised and enthusiastic synthesis of good managerial practice. (People Management)

Organizations are getting ever more complex. Globalization, technology and scale can lead to growth and success, but they also bring dysfunctional baggage. Kevan shows how to get off the organizational "hamster wheel" and focus on what is important. (.)

We all want our companies to be faster, simpler and easier to run - this refreshing blend of challenging ideas and practical tools shows us how. (.)

Great management and leadership includes application of a lot of common sense. This book contains the sort of practical help and guidance that you can dip into and refresh your common sense quotient. Keep it close! (.)

A much needed new look at managing and leading in complex modern organisations. Practical tools you can implement to speed up your company. (.)

Speed is the key word for companies in Asia Pacific Rims; China, Japan and Korea. Kevan's remarkable new book SPEEDLEAD comes from his long practical experience and is based on Creativity & Innovation, Simplicity, and easiness of applicability for managers of global companies. New tools and techniques from this book can be applied in many different countries without any cultural difference. (.)

Contrary to current leadership wisdom, "Speed Lead" advises to: celebrate the end of teams where you don't need them; abolish meetings of the bored; take control of the "crack-berry" and don't be a 24-hour control freak; expect more from your people and lead a lot less; make "good-enough" decisions; and, don't let diversity be a diversion - share practices, not values.