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"O que as Escolas de Negócios Não Ensinam", is a book full of teachings that will make you change your management concepts.

Through the tacit knowledge of the authors, José Salibi Neto and Sandro Magaldi, you will be introduced to 10 insights that will bring changes in your organization.

Do you want to know how? So, keep up with us!

About the book "O que as Escolas de Negócio Não Ensinam"

The work of José Salibi Neto and Sandro Magaldi "O que as Escolas de Negócios não Ensinam" (2019), "What Business Schools Don't Teach You" in free translation, contains 275 pages, which will help you build a brilliant career and company.

Through an easy-to-read narrative, authors present their knowledge to us throughout their successful careers. In addition, they feature the operation of some major renowned companies and ideas from influential personalities in the business world.

About the authors José Salibi Neto and Sandro Magaldi

Author José Salibi Neto is a co-founder of HSM and has worked with influential personalities such as Michael Porter, Bill Clinton, and Peter Drucker. It also acts as a speaker in Brazil and helps companies and professionals leverage results.

Author Sandro Magaldi is the co-founder of "my Success. com", and is considered an "expert in strategic sales management concepts in the country". In addition, he works as a speaker in Brazil and mentors some projects.

Both authors wrote the books: "Gestão do Amanhã" and "O Novo Código da Cultura" which are "Managing Tomorrow" and "The New Code of Culture" in free translations.

The book's content is indicated for business owners and executives who would like to learn how to make their business a successful business.

Also, it's ideal for you who is a future entrepreneur or manager who wants to start their business by applying best management practices and strategy.

Main ideas of the book "O que as Escolas de Negócios Não Ensinam"

Organizational leaders should always disseminate the principles within an organization;

The principles guide the decision-making process in a company;

Principles should always be revised to be consistent with the organization's belief in that period;

It's necessary to build a culture of asking questions within the organization;

Success and failure should be viewed as similar learning.

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Insight #1 - "Principle-oriented management"

Defining a company's "mission, vision and values" may not be as simple as it sounds. These concepts may be improperly disseminated to members of the organization for bureaucratic reasons.

Thus, companies should draw up a list containing their organizational principles, so that they are guided from them in decision-making. These principles should be based on the company's mission, vision, and values, and this is the first step in creating strategic planning.

With well-defined principles, that is, not generating possibilities for subjective interpretations, they should be disseminated throughout the company so that employees incorporate the organizational culture.

To create the principles in your organization, the authors advise you to answer these 3 questions:

"What is not tolerable in that environment?";

"What are the fundamental norms of conduct?";

"What is the role of each employee in the organization?".

Insight #2 - "The art of asking transformative questions"

In this part, the authors say that successful companies like Walt Disney and Airbnb have come up with questions. And underscores the importance of this to solve problems.

At Amazon, for example, any consumer complaint is seen as an opening to ask questions and thus create solutions. If the customer is complaining that the company is not doing returns, then comes the company's question: "Why aren't we doing return?"

Thus, for you to ask relevant questions, the authors suggest 3 approaches:

Question: "Why? / What if? / How?" As proposed by the book: "A More Beautiful Question";

Question: "Why change something? What if we did this? How can we do that?".

The authors suggest that the most important question for a company is: "What business are we in?" For a CEO, the two most important questions are, "How can I energize the organization to maximize the intellect of all our people?" And "If you weren't in this business today, would you go into it?"

To do this, José Salibi Neto and Sandro Magaldi suggest brainstorming. But not the brainstorming we are used to. What works best, in their view, is "brainstorming group responses."

Insight #3 - "Creating wealth with complicity"

In this part, the authors address the importance of complicity within an organization. José Salibi Neto and Sandro Magaldi say that there are 9 elements responsible for acquiring complicity in this environment:

"Facing complicity as a choice of leadership";

"Ensure that there is complementarity between different thoughts";

"Prioritize respect between the parties";

"Ensure that there is mutual admiration in the pleasure of the relationship";

"Ensure that there are exemplary attitudes that translate complicity for all, especially from leaders.";

"Establish an aligned team with potential accomplices";

"Establish unconditional transparency openness - and cultivated permanently by all";

"Conduct a periodic audit of complicity between people and with the company".

Insight #4 - "Ego Management and Other Covenants"

In the fourth insight, the authors address how ego can harm leaders. Yes, it may be necessary for personal development, but too much can cause much damage as it becomes arrogant and thus "blinds" people, causing them to lose their "sense of reality."

José Salibi and Sandro Magaldi cite as an example of an arrogant leader Steve Jobs, who learned the lesson when he was removed from the company he founded, Apple, and came back stronger to make it the largest company on the planet.

But how not to let yourself be taken by the ego? The authors list 3 ideas:

"Invest in self-knowledge and self-observation".

Insight #5 - "The rise of strategic alliances"

The authors discuss in the fifth insight the importance of the company maintaining and retaining successful partnerships.

"In today's economy, MOST VALUABLE that owning physical assets is a company having influence over a powerful network of agents." (José Salibi Neto and Sandro Magaldi).

To form a strategic alliance, the authors give 5 tips:

"There is an affinity between the 'visions' of the company";

"Have a good interpersonal relationship";

"Have a change of mindset for everyone within the organization";

"Select Partner by Profile and Mutual Trust".

Insight #6 - "Relationship as a source of power"

This insight addresses the need and advantage of building a network. For the authors, the first step is to build a very solid relationship network. The second step is about generating value for these individuals. The last stage is the result of value creation from networking, synthesized by cooperation.

Insight #7 - "Ordinary people, extraordinary results"

The seventh insight addresses an important topic that concerns organizations. There is no one that contains only people with extraordinary talents.

However, the organization must achieve the "high performance of all employees of the company", as stressed by José Salibi and Sandro Magaldi. And for that to happen, these people must be developed. Therefore, the authors approach two fronts to achieve this:

"Know the profile of each employee of the organization";

"Accompany each trader to 'nullify' their weaknesses and leverage their strengths".

"Ensure the commitment of each individual to the values and principles of the organization";

"Aligning individual visions with the collective vision".

Insight #8 - "Leading is... Dreaming, with one more screw"

In this part of the book "O que as Escolas de Negócios Não Ensinam", José Salibi Neto and Sandro Magaldi address the case of 3 people who produced "extraordinary" results: Peter Drucker (author of the books: "The Effective Executive" and "Innovation and Entrepreneuship"), Edson Bueno and Jorge Paulo Lemann. Addressing their contributions to society, the authors point out that what they have in common and can serve as a reference are the following qualities: courage and independence.

Insight #9 - "Service-oriented management (SOM)"

The penultimate insight addresses the new management model that has strong, people-oriented values - "Service-oriented management". People need to be in organizations that are aligned with their purposes. The authors cite, for example, the case of startups. Today many young people have preferred to enter this world of joining a multinational because startups are aligned with their purpose.

"It's amazing how people's performance changes when they find their real calling. We all have examples of cases of people we know who were average in their positions, but when they found their way, they became high-performing professionals and references in their fields.". (José Salibi Neto and Sandro Magaldi).

Insight #10 - "What doesn't change when everything changes"

In the last insight, the authors point out that everything changes within the organization except the "essence of concepts" and that company must adapt to those changes.

In addition, they emphasize that the concepts we have about management must be changed to fit the current world to do so, he quotes the ideas of two great personalities: Theodore Levitt and Peter Drucker.

One of Levitt's ideas is that the purpose of the company is not to make a profit, that it is a consequence; The purpose then is to "create and maintain customers". Regarding Drucker, one of his big ideas is that "the best way to predict the future is to create it."

In the book "How the Mighty Fall", the author Jim Collins explores why some organizations failed. What are the risks the company is exposed to and how can it overcome the declining situation?

In the book "The 7 Habits of Highly Effective People", author Stephen Covey discusses the habits and behaviors that lead people to achieve effectiveness. And how to apply these habits to your life.

Finally, in the book "Gestão Fácil", "Easy Management" in free translation, the author Oséia Gomes will help you create facilities and grow your business by presenting tips for making fewer mistakes (for the author, the mistake is inevitable) when it comes to entrepreneurship.

Okay, but how can I apply this to my life?

With the insights outlined hereby the authors José Salibi Neto and Sandro Magaldi, we will apply them within your organization:

Make a list of the basics of your organization. Implement a principled culture and spread it so that everyone is aligned with the purpose of the organization.

Implement the habit of asking questions within the company. You can do this using the "five whys" tool, for example, and also brainstorming.

Reinforce complicity within the organization and don't let ego make you an arrogant person, unable to see the mistakes of the organization.

Maintain successful partnerships and a network.

Recruit people for your company who are aligned with your purpose. Develop them to achieve extraordinary results.

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[ENG] O Que as Escolas de Negócios Não Ensinam - José Salibi Neto e Sandro Magaldi.pdf

O que as Escolas de Negócios Não Ensinam - José Salibi Neto, Sandro Magaldi

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