Оглавление
James E. Loehr. Leading with Character
Table of Contents
Guide
Pages
Praise for Leading with Character
ALSO BY JIM LOEHR
LEADING WITH CHARACTER. 10 MINUTES A DAY TO A BRILLIANT LEGACY
FOREWORD
PREFACE
Introduction
NOTE
CHAPTER 1 What Does “Leading with Character” Mean?
MY FIRST EXPOSURE TO EVIL
THE MEANING OF CHARACTER
A VIEW FROM THE TOP OF THE MOUNTAIN
TRAINING THE CHARACTER MUSCLES OF LEADERS
LET'S DO SOME INTROSPECTION
THE GRADUAL NUMBING OF MORAL MUSCLES
IMPOSTER SYNDROME
WE RESIST EXAMINING THE CONSEQUENCES
CHARACTER CALL-OUTS
MORAL INTEGRITY
CHARACTER CALL-OUTS
MORAL COURAGE
CHARACTER CALL-OUTS
PERSONAL COURAGE
CHARACTER CALL-OUTS
SELF-CONTROL / WILLPOWER
CHARACTER CALL-OUTS
MOTIVATION
CHARACTER CALL-OUTS
FOCUS
NOTES
CHAPTER 2 Why Good Leaders Are Vulnerable to Corruption: A Flawed Morality System
THE DARK SIDE
THE MACHINERY OF MORALITY
USING SHAME TO DEMONSTRATE THE TWO ARMS OF MORALITY
POTENTIAL FLAWED INPUTS
Fake News and Moral Reasoning
Flawed Parental Inputs
Flawed Cultural Inputs
Flawed Religious Inputs
Flawed Mindset Inputs
Flawed Emotional Inputs
Flawed Survival Inputs
Flawed Fatigue Inputs
Flawed Need Inputs
THE VOICES OF MORALITY
WHICH VOICE IS THE BEST ADVISOR?
CHARACTER CALL-OUTS
JUSTICE
CHARACTER CALL-OUTS
HONOR
CHARACTER CALL-OUTS
FORTITUDE
CHARACTER CALL-OUTS
TRUTHFULNESS
CHARACTER CALL-OUTS
AUTHENTICITY
CHARACTER CALL-OUTS
WISDOM
CHARACTER CALL-OUTS
ENGAGEMENT WITH OTHERS
NOTE
CHAPTER 3 Who Is the True Architect of Our Character?
THREE MINDS, TWO BRAINS, ONE BODY
LEVELS OF CONSCIOUSNESS
TWO BRAINS
MORAL JUDGMENT AND OXYTOCIN
CHARACTER CALL-OUTS
CRITICAL THINKING
CHARACTER CALL-OUTS
PRUDENCE
CHARACTER CALL-OUTS
DISCERNMENT
CHARACTER CALL-OUTS
DECISIVENESS
CHARACTER CALL-OUTS
CONFIDENCE
CHARACTER CALL-OUTS
COMPETITIVENESS
CHARACTER CALL-OUTS
AMBITION
CHAPTER 4 Who Are We Becoming in the Chase to the Top?
WHERE SHOULD WE LOOK FOR ANSWERS?
FROM TRUE SELF TO BEST SELF
CHOOSE YOUR PURPOSE CAREFULLY
WHERE PURPOSE CAN FALL SHORT
CAN OUR CHARACTER MUSCLES BECOME TOO STRONG FOR THE CHASE?
BALANCING HONESTY AND CARING
AN AGONIST/ANTAGONIST RELATIONSHIP FROM THE WORLD OF POLITICS
BALANCING POWER WITH COMPASSION
TURNING MORAL MUSCLES ON AND OFF
CHARACTER CALL-OUTS
KINDNESS/LOVE/CARE FOR OTHERS
CHARACTER CALL-OUTS
AFFECTION
CHARACTER CALL-OUTS
GRATITUDE
CHARACTER CALL-OUTS
COMPASSION
CHARACTER CALL-OUTS
EMPATHY
CHARACTER CALL-OUTS
HUMILITY
CHARACTER CALL-OUTS
FORGIVENESS
CHARACTER CALL-OUTS
GENEROSITY
CHAPTER 5 The Bricks and Mortar of Credo-Building
ORGANIZATIONAL CREDOS
REFLECTIVE RESISTANCE
MISSION CONTROL CENTRAL
COACHING YOU THROUGH THE CREDO-BUILDINGPROCESS
CHARACTER CALL-OUTS
TRUST
CHARACTER CALL-OUTS
LOYALTY
CHARACTER CALL-OUTS
DEPENDABILITY
CHARACTER CALL-OUTS
PATIENCE WITH OTHERS
CHARACTER CALL-OUTS
RESPECT FOR OTHERS
CHARACTER CALL-OUTS
PUNCTUALITY
CHARACTER CALL-OUTS
VITALITY / VIGOR
CHARACTER CALL-OUTS
SELF-AWARENESS
CHAPTER 6 Embedding Your Personal Credo and Supporting It with Habits
TWO REAL-LIFE CASE STUDIES
CHARACTER CALL-OUTS
RESILIENCY
CHARACTER CALL-OUTS
ADAPTABILITY
CHARACTER CALL-OUTS
OPEN-MINDEDNESS
CHARACTER CALL-OUTS
LOVE OF LEARNING
CHARACTER CALL-OUTS
CREATIVITY
CHARACTER CALL-OUTS
POSITIVITY
CHARACTER CALL-OUTS
HUMOR
CHAPTER 7 When Leaders Become Heroes
WHAT MAKES HEROISM HEROISM?
TRAINING THE HEROIC RESPONSE
FROM HEROES IN TRAINING TO HEROES IN WAITING
CHARACTER CALL-OUTS
DETERMINATION / PERSISTENCE / GRIT
CHARACTER CALL-OUTS
ADVENTUROUS SPIRIT
CHARACTER CALL-OUTS
TOUGH-MINDEDNESS / MENTAL TOUGHNESS
CHARACTER CALL-OUTS
SEEKING CHALLENGES
CHARACTER CALL-OUTS
OPTIMISM
CHARACTER CALL-OUTS
CURIOSITY
CHARACTER CALL-OUTS
ORGANIZATION
ACKNOWLEDGMENTS
APPENDIX A: CHARACTER TRAITS
APPENDIX B: FORCES AND FACTORS THAT MAY CORRUPT YOUR MORAL REASONING AND JUDGMENT
NOTES. CHAPTER 1. WHAT DOES “LEADING WITH CHARACTER” MEAN?
CHAPTER 2. WHY GOOD LEADERS ARE VULNERABLE TO CORRUPTION: A FLAWED MORALITY SYSTEM
CHAPTER 3. WHO IS THE TRUE ARCHITECT OF OUR CHARACTER?
CHAPTER 4. WHO ARE WE BECOMING IN THE CHASE TO THE TOP?
CHAPTER 5. THE BRICKS AND MORTAR OF CREDO-BUILDING
CHAPTER 6. EMBEDDING YOUR PERSONAL CREDO AND SUPPORTING IT WITH HABITS
CHAPTER 7. WHEN LEADERS BECOME HEROES
REFERENCES AND RELATED READINGS
INDEX
THE PERSONAL CREDO JOURNAL. A COMPANION TO LEADING WITH CHARACTER 10 MINUTES A DAY TO A BRILLIANT LEGACY
INTRODUCTION
FINAL NOTES
BUILDING YOUR PERSONAL CREDO (Days 1–90) Day 1
Day 2
Day 3
Days 4–5
Days 6–7
Day 8
Day 9
Day 10
Day 11
Day 12
Day 13
Days 14–15
Day 16
Day 17
Day 18
Day 19
Day 20
Day 21
Day 22
Day 23
Day 24
Day 25
Day 26
Day 27
Day 28
Day 29
Day 30
Day 31
Day 32
Days 33–34
Day 35
Day 36
Days 37–38
Days 39–40
Day 41
Day 42
Day 43
Day 44
Day 45
Day 46
Days 47–48
Day 49
Day 50
Day 51
Day 52
Day 53
Days 54–56
Day 55
Day 56
Day 57
Day 58
Day 59
Day 60
Day 61
Day 62
Day 63
Day 64
Day 65
Day 66
Days 67–68
Days 69–70
Day 71
Day 72
Day 73
Day 74
Day 75
Day 76
Days 77–78
Day 79
Day 80
Day 81
Days 82–89
Day 90
EMBEDDING YOUR PERSONAL CREDO AND SUPPORTING IT WITH HABITS (Days 91–150)
Day 91
Day 92
Day 93
Day 94
Day 95
Day 96
Day 97
Day 98
Day 99
Day 100
Day 101
Day 102
Day 103
Day 104
Day 105
Day 106
Day 107
Day 108
Day 109
Day 110
Day 111
Day 112
Day 113
Day 114
Day 115
Day 116
Day 117
Day 118
Day 119
Day 120
Day 121
Day 122
Day 123
Day 124
Day 125
Day 126
Day 127
Day 128
Day 129
Day 130
Day 131
Day 132
Day 133
Day 134
Day 135
Day 136
Day 137
Day 138
Day 139
Day 140
Day 141
Day 142
Day 143
Day 144
Day 145
Day 146
Day 147
Day 148
Day 149
Day 150
ADDITIONAL PAGE FOR JOURNAL WRITING
NOTES
APPENDIX A: CHARACTER TRAITS
APPENDIX B: RANKING YOUR CHARACTER TRAITS
APPENDIX C: GIVER VERSUS TAKER SCALE*
NOTE
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Отрывок из книги
“As leaders, we choose how we show up. No matter what level you are, never forget that others are watching. We model behaviors for people around us, setting expectations for how we expect to be treated and what we expect of others. This defines the character others see in you and takes courage. Always be authentic, and if you are your best in the ordinary moments of life, you will be great in the extraordinary ones.”
—Cathy Engelbert, Commissioner, WNBA, retired Deloitte CEO
.....
I will end where I started. The COVID pandemic has wiped out much of the financial progress we've made as a company. As proud as I am of the turnaround, I now know that my legacy as a CEO will be around HOW we navigate the pandemic and residual crises around it. Our 3100 retail stores around the world and most of our wholesale customers’ stores have been closed for over two months. Our revenues, like many retailers, have taken a hit, and I suspect the recovery, and our return to $6 billion in sales, will take time. We are navigating the most uncertain time I've ever faced in my career. People have been working from home for nearly three months now. Uncertainty and volatility are our daily challenges.
But through it all, I continue to be guided to make the hard decisions in the grey area by following our values and committing to “do the harder right over the easier wrong” at every step. It's not easy, balancing all of the critical stakeholders in the business: shareholders (including family members – descendants of Levi Strauss), employees, retirees, partners, suppliers, and customers. It is a fragile ecosystem with massive uncertainty, and weighing it all requires a strong moral compass and a conviction, above all else, to do what is right.
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