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The Dirty Word

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The Dirty Word

By: Alister Esam
Narrated by: Alister Esam
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About this listen

The Dirty Word is the CEO's key to "unlock business freedom".

"This book will help you square that circle and set your business up for future-proof sustainable success." (Samantha Seaton, CEO of Moneyhub Enterprise)

Why is business growth so hard? Why don't things happen as they are meant to? How can you help employees deliver brilliant work, consistently?

Alister Esam was a frustrated CEO and founder who felt so passionately about his business, he worked 80 hours a week trying to make everything perfect. At the same time, he drove his demotivated employees up the wall, heaping yet more stress on himself. He found salvation in a surprising place - process.

People associate process with control, monotony, and the death of creativity. A dirty word to avoid. As a CEO, Alister discovered the truth - if implemented correctly, process can:

  • Provide employees with empowerment, autonomy and creativity
  • Give you business freedom and total reassurance things are running correctly
  • Massively accelerate improvement by harnessing your team's collective brainpower

The Dirty Word looks at why process is so important and why people get it so wrong. As the world emerges into a new way of thinking, now is the time for a way of working which can change the whole culture of a business.

"In this excellent book, based on his own experiences in building successful SME’s, Alister shows how to implement processes in a way that encourages, rather than stifles, creativity and continuous improvement.” (Rob Whittaker, group chairman at Vistage UK)

“In this self-help guide for business owners drowning in abandoned processes that used to make their business work, Alister shows how to bring calm to the chaos of running a business.” (Claire Edmunds, founder and CEO of Clarify)

©2021 Alister Esam (P)2021 Alister Esam
Leadership Management & Leadership Organisational Behavior Workplace & Organisational Behavior Business Employment Inspiring Management
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Alister explains clearly with some powerful examples from personal experience how too many people see themselves as essentially slaves to processes and how that can be a huge turn off. He goes on to argue convincingly that in reality the processes are actually their slaves, there to make everyone's lives so much easier, if they are regarded that way and if people are prepared to make the effort to keep them improving.

A much needed paradigm shift in process thinking

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