Оглавление
Kraemer Harry M.. Becoming the Best
Dedication
Introduction: From Four Principles to Five Bests
Section One. Best Self
Chapter 1. The Self-Reflective, Balanced Leader
The Importance of Self-Reflection
Self-Reflection and the Business Orientation of Leadership
Eliminating Worry, Fear, Anxiety, Pressure, and Stress
Centering Your Best Self
Best Self in the Real World
Leading Up
Pause for Reflection
Balance and Perspective
A Balanced Individual
Self-Reflection and Balance – Complementary Tools in the Leadership Toolbox
Your Best Self, Every Day
Chapter 2. The Humble, Self-Confident Leader
True Self-Confidence: What I Know and What I Don't Know
True and False Self-Confidence
The Two-Question Test
Admitting When You're Wrong
True Self-Confidence and Leadership
Genuine Humility
The Genuinely Humble Leader
How Did You Get to Where You Are?
Can You Really Be Truly Self-Confident and Genuinely Humble in the Real World?
Section Two. Best Team
Chapter 3. Turning Around a Team
From Best to Broken: What Can Go Wrong
Turning Around an Icon: Campbell Soup and Doug Conant5
Walking the Talk – Literally
Winning on Four Dimensions
The Turnaround Leader
Chapter 4. Creating a Best Team From Scratch
The Leader's Values
From the Start: A Best Team
Team First, Ego Last
From Launch to Scale
Creating Out-of-the-Box Thinking
The Pre-Mortem
Best Team, Start to Finish
It's All About the People
Section Three. Best Partner
Chapter 5. Suppliers as Best Partners: A Holistic Relationship
Partnerships to Respond to Competitive Pressures
Long-Term Partnerships Are Earned
Northshore University Healthsystem: Collaboration in Action
Building Partnerships on Partnerships
Success Builds on Success
Best Partners and the Pursuit of Excellence
Chapter 6. Building Best-Partner Customer Relationships
What a Customer Best Partnership Is – And Isn't
Focus on the Value Chain
The Human Element
Growing the Business With Best Partnerships: Catamaran Corporation
Best Partnerships Promote Innovation
When a Best Partner Becomes an Acquisition
The Poster Child of Best-Partner Deals
Best Partners
Section Four. Best Investment
Chapter 7. Making a Best Investment in Talent
Getting the Priorities Right
Setting the “People Agenda”
Talent and Culture
Where It Falls Apart
Developing Talent
Intellectual Agility
The Team Mindset: A Best-Investment Perspective
Chapter 8. The Proof Point: Shareholder Value
Northern Trust: Building Shareholder Value by Doing the Right Thing29
Becoming a Best Investment
Tying Incentives to Becoming a Best Investment
Private Equity: The Investor Point-of-View
The Test of the Best
Section Five. Best Citizen
Chapter 9. Values in Action
A Shift in Thinking
Authenticity Creates Alignment
Lead With a Purpose
Targeting Education
An Empowered Team
The Values-Based Culture
Chapter 10. Living the Legacy and Leaving a Global Footprint
Farm Families Served per Year by One Acre Fund
Putting Farmers First
The Ethos of Giving
Finding Meaning
The One Acre Model
Lessons Learned From a Kenyan Farm Field
The Five Bests in Action
Acknowledgments
About the Author
Отрывок из книги
Becoming the Best
Build a World-Class Organization through Values-Based Leadership
.....
Today, I am responding to the questions I receive as part of my speeches and presentations to audiences of every type and description. Over the past four years (and counting) of giving more than eight talks per month, I have met countless people who want to understand how to put the principles of values-based leadership into practice. They are CEOs and other C-level corporate officers, executive managers, middle managers, entry-level individuals, and students. My audiences have included multinational companies such as Google, Aon, McDonald's, Raytheon, AT&T, Target Corporation, Abbott Laboratories, CareerBuilder, and Hospira; universities, including Northwestern, University of Chicago, University of Notre Dame, University of California, University of Minnesota, and Lawrence University (my undergraduate alma mater); consulting and financial services firms, such as McKinsey & Co., Booz & Company, Accenture, JPMorgan Chase, Bank of Montreal, Ernst & Young, KPMG, Deloitte, Spencer Stuart, and Huron Consulting; smaller startup companies in industries such as software, manufacturing, hospitality, and health care; associations for chief financial officers, chief marketing officers, senior human resources officers, and chief information officers; spiritual leaders, including priests, ministers, and rabbis; and philanthropic and religious/spiritual institutions of all sizes. I also had the opportunity to deliver a TEDx talk on values-based leadership at the United Nations in New York City.
Conceptually, values-based leadership is founded on the four principles of self-reflection, balance, true self-confidence, and genuine humility. On a personal level, these principles become the basis of intentional actions and deep commitments that enable each person at every level of an organization to bring his or her best self to work. At an organizational level, these four principles, when applied, enable the creation of a values-based organization.
.....
