THE MEMOIRS of chief executives can be exercises in pompous self-justification or, just as bad, in grandiose philosophising about social and political trends. Occasionally, however, a corporate titan writes a book that is both readable and a practical guide for managers hoping to follow in their footsteps. David Cote, the former CEO of Honeywell, an industrial conglomerate, has produced an excellent effort with "Winning Now, Winning Later". It is true that Mr Cote occasionally comes across as a bit of a martinet. When a team failed to come up with suggestions to cut costs, he ordered them to cancel all other meetings and keep talking until they produced the results. And his juniors were clearly kept on their toes; he was also very much a hands-on manager. "The idea that as a leader you can focus on strategy and delegate its implementation to great people is a fallacy," he writes. But his approach paid off and the book is a detailed guide to the tricky task of managing a big business.
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机译：首席执行官的回忆录可以在普遍存在的自我理由中锻炼，也可以在宏伟的社会和政治趋势的宏伟哲学中行使。然而，偶尔是一本公司泰坦写了一本书，这既可读，也希望经理人希望追随他们的脚步。 David Cote是一个工业集团霍尼韦尔的前首席执行官，已经产生了一项出色的努力，“现在赢得了胜利”。确实，科特特先生偶尔会遇到一点马里特。当一支球队未能提出建议以削减成本时，他命令他们取消所有其他会议并继续说话，直到他们制作结果。他的小辈显然留在了他们的脚趾上;他也是一位实践经理。 “作为领导者的想法，您可以专注于战略并将其实施委托给伟大的人是一种谬论，”他写道。但他的方法已经退还了，这本书是管理大型企业的棘手任务的详细指南。
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