The Leadership Challenge
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Posner Barry Z.. The Leadership Challenge
Praise for The Leadership Challenge, Sixth Edition
Introduction. Making Extraordinary Things Happen in Organizations
What Leaders Do and What Constituents Expect
Chapter 1. When Leaders Are at Their Best
The Five Practices of Exemplary Leadership®
The Five Practices Make a Difference
The Ten Commitments of Exemplary Leadership
Chapter 2. Credibility Is the Foundation of Leadership
What People Look for and Admire in Their Leaders
Putting It All Together: Credibility Is the Foundation
Practice 1. Model the Way
Chapter 3. Clarify Values
Find Your Voice
Affirm Shared Values
Chapter 4. Set the Example
Live the Shared Values
Teach Others to Model the Values
Practice 2. Inspire a Shared Vision
Chapter 5. Envision the Future
Imagine the Possibilities
Find a Common Purpose
Chapter 6. Enlist Others
Appeal to Common Ideals
Animate the Vision
Practice 3. Challenge the Process
Chapter 7. Search for Opportunities
Seize the Initiative
Exercise Outsight
Chapter 8. Experiment and Take Risks
Generate Small Wins
Learn from Experience
Practice 4. Enable Others to Act
Chapter 9. Foster Collaboration
Create a Climate of Trust
Facilitate Relationships
Chapter 10. Strengthen Others
Enhance Self-Determination
Develop Competence and Confidence
Practice 5. Encourage the Heart
Chapter 11. Recognize Contributions
Expect the Best
Personalize Recognition
Chapter 12. Celebrate the Values and Victories
Create a Spirit of Community
Be Personally Involved
Chapter 13. Leadership Is Everyone's Business
Exemplary Leadership Is Local
Exemplary Leadership Matters
Learning Leadership Takes Practice
Contrasts and Contradictions
First Lead Yourself
Leading Is Doing
Remember the Secret to Success in Life
Acknowledgments
About the Authors
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The Leadership Challenge
Sixth Edition
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Anna also continued the focus group tradition that chairman Mark Adlestone had started: small group meetings of about eight people from similar roles. Annually, she holds fourteen focus groups – six for sales teams, and two each for managers, assistant managers, supervisors, and the office team. The meetings last a half-day, and include discussions of what's working and not working, as well as acknowledgments of individual successes.
Given feedback from the focus groups, Anna devised a new framework for talking about the business, a concept she called The Three Pillars. It is depicted as three pillars standing on a solid base and capped by a header. Written on the base is Beaverbrooks's purpose: “Enriching Lives.” On the header is the company name. The first pillar is labeled “Customer Service and Selling”; the second is “Financial Success”; and the third is “Great Workplace.” “The key thing,” Anna explains, “is that all three pillars are in alignment and the same height. If one pillar were higher than the others, the roof would fall off.”
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