Читать книгу Your First Leadership Job - Wellins Richard S. - Страница 5

When we decided to write this book, we wanted to look at leadership through a fresh lens. After all, the last time we did a Google search, there were 392,000,000 entries for leadership books – double the number of cookbooks! There are leadership books written by or about the world's greatest thinkers (Confucius, Machiavelli, and Gandhi). And thousands of books on leadership have been published by dozens of management experts (Peter Drucker, John Kotter, Tom Peters, and Jim Collins, to name a few). All offer great stories, opinions, and practices of what constitutes the DNA of great leadership.

Our book, however, differs from all the rest in three respects.

1. It has a singular mission: to give you the practical advice and tools to succeed as a first-time, first-line leader. The first section features nine chapters that will help you better understand what it takes to become an awesome leader – one we call a catalyst who sparks action in others. And it focuses on a set of fundamental skills – we call them interaction skills– that will serve as the foundation for every one of the dozens of conversations you'll have with others every day. These are skills you can use, not only in the workplace, but also at home and in your community. The second section provides advice on a host of diverse, vital skills – we call them mastery and leadership skills– that you'll need to call upon in your new role. These include coaching, selecting new employees, and promoting a culture of engagement, among others.

2. The content of this book is based on unparalleled experience. For the past four decades, our company, DDI (Development Dimensions International), has helped clients develop over 250,000 leaders every year, in 26 countries, across thousands of organizations. Nothing we say in this book is based on whim or theory. It comes from real-time experience – a lot of it.

3. We carry our experience one step further to evidence. DDI has helped hundreds of clients demonstrate the relationship between our leadership practices and principles with metrics that matter: improved skills, higher engagement, better safety records, and gains in productivity. We don't rest on our laurels; we rest on our proof.

Whether you read our book in detail or focus on those chapters that are the most relevant for you, we'll have accomplished our goal if you use three or four pieces of the advice we've provided. You know, in many ways you can look at this book as a hybrid between a typical leadership book and a cookbook. We provide the kitchen-tested recipes, but it's up to you to do the cooking.

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