Читать книгу Cracking the Leadership Code - Alain Hunkins - Страница 13

If you talk to cryptologists—people who crack codes for a living—one of the first things they'll tell you is that code breaking can be frustrating work. It's filled with wrong turns and mistakes, trial and error. You've got to be in it for the long haul. Calmness and patience are highly advised.

By picking up this book and reading this far, it's clear that you don't want to settle for being in the mediocre majority. You're genuinely interested in leading people well. You want to understand human behavior and how it affects high performance. You want insights so you can know what makes people tick and tools so you can help them tick better.

Most people spend their careers working in, at most, just a handful of organizations. They tend to rely on, know, and learn what they see firsthand. My professional career has been a gift. It's rare to get to work in hundreds of organizations in the span of just one career. I've been lucky enough to gain inside access to thousands of leadership experiences, and I'm delighted to get to share these lessons with you.

Let's begin by looking back at an epic failure that taught me a tremendous amount about the basics of leadership. Though it happened in 1999, that fiasco has been etched in my memory—in great part because it was all my own doing.