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The Leader's Dilemma
by Peter Bunce Jeremy Hope Franz RöösliMany leaders realize that in today's economy it will no longer be the smart highly paid people in the corporate center that drive success. Instead it will come from harnessing the knowledge and creativity of all their people, especially those that work at the interface between the organization and its customers. They also know that their budget-driven management processes are too slow, rigid and expensive and encourage the wrong behaviour. But business leaders are on the horns of a dilemma. How do they empower their people and adapt to change without losing control?This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage. Above all The Leader's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations."Every executive will have already had to face the well-known dilemma between trust and control. Based on the principles described, the authors succeed in finding a way out of this dilemma. Supported by concrete practical examples, these twelve principles add up to an integral management model which encompasses employee engagement, efficiency and innovation intelligently."Philippe Hertig, Managing Partner, Egon Zehnder International (Switzerland)"As Albert Einstein once accurately stated, problems can never be solved using the same approach as that out of which they came. The management approach in The Leader's Dilemma is not subject to this unconscious, but very frequent mistake. It shows an entirely new approach on leadership and management, which regards organizations as living systems."Erich Harsch, CEO, dm drogerie-markt"Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive. In The Leader's Dilemma, Hope, Bunce and Röösli radically re-define the core principles of management - including accountability, goals, rewards, planning and coordination - to bring management into the 21st century."Dr Jules Goddard, Research Fellow, MLab, London Business School"In a dozen clear principles, The Leader's Dilemma codifies a rethink of the conventional management model. The book's approach should be studied by any company aiming to survive and thrive in a transforming business landscape."Vineet Nayar, CEO of HCL Technologies and author of Employees First, Customers Second
Leader's (Dis)Advantage
by Peter J. CoughlanProvides a rigorous description of the economic dynamics that may produce inherent advantages for large and/or first-mover firms within an industry, as well as those factors that may result in disadvantages for such leading firms. The leader advantages discussed include both size advantages, such as economies of scale and scope, network effects, and learning effect, as well as timing advantages, such as preemption, reputation effects, buyer switching costs, and patents or institutional barriers. The leader disadvantages analyzed include pioneering costs, demand uncertainty, technological uncertainty, and incumbent inertia. Throughout the note, the experiences of Intel Corp., the world's largest manufacturer of semiconductors, are used to provide specific examples of the causes and consequences of leader advantages and disadvantages.
Leaders Distinguish Themselves During Tough Times
by John MaxwellSmart leaders learn from their own mistakes. Smarter ones learn from others' mistakes--and successes. John C. Maxwell wants to help you become the smartest leader you can be by sharing Chapter 15, Leaders Distinguish Themselves During Tough Times, of Leadership Gold with you. After nearly forty years of leading, Maxwell has mined the gold so you don't have to. Each chapter contains detailed application exercises and a "Mentoring Moment" for leaders who desire to mentor others using the book.
Leaders Drive Initiatives: How to Accelerate Strategic Execution Through Active Support and Coaching
by Henry M. Frechette Jocelyn R. Davis Edwin H. BoswellSuccess in business is all about creating the most value faster than the competition. Yet research shows that only 30% of strategic initiatives fully succeed on time, even with streamlined processes in place, detailed metrics to chart the course, and plenty of resources on hand to get the job done. How can you improve the odds? The authors-all executives at The Forum, a global consulting firm-argue that three often overlooked "people factors" are key drivers of strategic speed: clarity, unity, and agility. Their research reveals that leaders who are successful in driving strategic speed increase these people factors by consistently applying four practices. In this chapter, they take a closer look at the second practice: driving initiatives. Leaders, they argue, need to do more than "sponsor" initiatives; they need to follow an execution model that comprises seven success factors-all of which are more about people than they are about processes and technology. The chapter concludes with a brief self-assessment to help you size up your personal effectiveness at driving initiatives. This chapter was originally published as Chapter 4 of "Strategic Speed: Mobilize People, Accelerate Execution."
Leaders Eat Last: Why Some Teams Pull Together and Others Don't
by Simon SinekThe New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better. Now with a new chapter on leading millennials, based on Simon Sinek's viral video "The Millennial Question" (150+ million views).Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things. In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why?The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside.Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.
A Leader's First Responsibility Is to Define Reality
by John MaxwellSmart leaders learn from their own mistakes. Smarter ones learn from others' mistakes--and successes. John C. Maxwell wants to help you become the smartest leader you can be by sharing Chapter 8, A Leader's First Responsibility is to Define Reality, of Leadership Gold with you. After nearly forty years of leading, Maxwell has mined the gold so you don't have to. Each chapter contains detailed application exercises and a "Mentoring Moment" for leaders who desire to mentor others using the book. Gaining leadership insight is a lot like mining for gold. You don't set out to look for the dirt. You look for the nuggets. You'll find them here.
Leaders for Health Care: What You Can Learn From Them about Leading in the Knowledge Economy
by Michael MaccobyHealthcare organizations are prime examples of knowledge workplaces. The best of these - the Mayo Clinic, Intermountain Health Care, and others - have benefited from interactive leaders. Both businesses and non-profits can learn from their experiences in dealing with resistance to change and creating collaborative learning organizations.
Leaders for Knowledge Work: Types of Organizational Leaders
by Michael MaccobyIn knowledge-creating companies, we find three kinds of leaders who have to work together: strategic visionaries, operational implementers, and bridge-builders. This chapter describes the different types of organizational leaders required for knowledge work and shows the role of social character in both facilitating and resisting the changes needed to make organizations more effective and efficient.
Leaders for Learning: What You Can Learn From Education Leaders about Leading in the Knowledge Economy
by Michael MaccobyEducation is not just about knowledge; it's also about developing the social character that prepares people to succeed in society. The leaders of Knowledge is Power Program (KIPP) and Nuestros Peque os Hermanos (NHP) are showing that it's possible to help some of the most disadvantaged children learn and develop the social character needed to succeed in the world of knowledge work. In this chapter, the author examines these exceptional education leaders and extracts valuable lessons for leaders of knowledge workers.
Leaders for Tomorrow: Challenges for Military Leadership in the Age of Asymmetric Warfare (Advanced Sciences and Technologies for Security Applications)
by Marina Nuciari Eraldo OlivettaSince the end of bipolarism, the concept of asymmetric warfare, and of asymmetric conflict in general, has been increasingly applied with regard to armed forces activities and tasks. This book presents the findings of comparative empirical research conducted in selected military units by a group of distinguished experts on military organization, who hail from the eight participating countries: Bulgaria, Cameroon, Denmark, Finland, Italy, Lithuania, the Philippines and Spain.It discusses remarks made by military leaders with extensive experience in the field regarding current doctrines on military leadership and their applicability in the field, as well as proposals and suggestions for new directions.“It is a complex relation, always based on respect and politeness, but often with mismatched interests.” (Army Colonel).“It makes you realize that there is a cultural gap. You must firstly understand who you are going to relate to, and the culture of these people, and then try to establish a certain kind of relationship. Often the platoon commander states his objective and must try to establish a relationship, contact with the village chief.” (Army Lieutenant, Platoon Commander).“[In Afghanistan] We had meals with the locals, sometimes the food didn’t taste good, but you had to eat it if you wanted to be welcomed back again” (Army Captain, Company Commander).These are just some of the many voices stemming from the ground in diverse international asymmetric conflict theatres (in Iraq, in Kosovo, in Afghanistan…), comments by military officers, commanders at different hierarchical levels, asked to reflect on their experiences as military leaders in crisis response operations.Military professionals, and military leaders in particular, perceive themselves as facing ambiguous situations that require an update in their professional training, and new skills to confront unexpected and unpredictable factors. Drawing on lived experiences, the book offers insights into what a new kind of leadership means when leaders have to cope with diverse and unclear missions. It also addresses leadership styles and behaviours, as well as individual adaptive behaviours on the part of military leaders, with special reference to middle and middle-high level ranks, such as captains, majors and colonels.Given its scope, the book will appeal not only to military professionals and military affairs scholars and experts, but also to readers interested in gaining a better understanding of the challenges that international expeditionary units are facing in crisis areas around the globe.
The Leader's Greatest Return: Attracting, Developing, and Multiplying Leaders
by John C. MaxwellWhat is the greatest return on a leader&’s time?After leaders have invested in their own leadership growth, what is the best way to accomplish their vision and grow their organizations? Develop leaders! The more leaders an organization has and the better equipped they are to lead, the more successful the organization and all of its leaders.Number one New York Times bestselling author John C. Maxwell is often identified as the most influential leadership expert in the world. In the last twenty-five years, he has grown from equipping a handful of leaders in one organization to developing millions of business, government, and nonprofit leaders in every country around the world.In The Leader&’s Greatest Return, Maxwell shares the most important lessons he&’s learned about the leadership development process over the last quarter century. He instructs readers in how toRecognize potential leadersAttract leaders by creating a leadership &“table&”Work themselves out of a job by equipping and empowering leadersPosition leaders to build a winning teamCoach leaders to higher levels and make them leadership developers themselvesThis is where leaders really experience the compounding value of developing leaders and go to the highest levels of leadership themselves.Anyone who wants to take the next step in their leadership, build their organization or team today, and create their legacy for tomorrow needs to read The Leader&’s Greatest Return.
The Leader's Greatest Return Workbook: Attracting, Developing, and Multiplying Leaders
by John C. MaxwellWhat is the greatest return on a leader&’s time?After leaders have invested in their own leadership growth, what is the best way to accomplish their vision and grow their organizations and teams? Develop leaders! The more leaders an organization has and the better equipped they are to lead, the more successful the organization and all of its leaders.In this new workbook, based on the title of the same name, number one New York Times bestselling author John C. Maxwell takes the process of developing leaders to the next level by relating some of the key principles he has learned over the last quarter century as his organizations have developed millions of business, government, and non-profit leaders from every country around the world. He instructs leaders how to . . .Recognize potential leadersAttract leaders by creating a leadership &“table&”Work themselves out of a job by equipping and empowering leadersPosition leaders to build a winning teamCoach leaders to higher levels and make them leadership developers themselvesThis is where leaders really experience the compounding value of developing leaders and go to the highest levels of leadership themselves. The Leader&’s Greatest Return Workbook walks you through the process and helps you create a roadmap for success.Anyone who wants to take the next step in their leadership, build their organization or team today, and create their legacy for tomorrow needs to read The Leader&’s Greatest Return.Also available as a trade book.
A Leader’s Guide to Designing High Performing Quality Management Systems: The 7 Keys that Solve, Achieve, Sustain, and Transform Organizational Outcomes in High-Risk Environments
by Casey J. BedgoodThe genesis of this book is over two decades of experience working with leaders who struggle with the concept of Quality Management System (QMS). Often, leaders fail to understand this concept, implement ineffective QMS models and subsequently are disrupted from their roles. More important and even more impactful are the consequences a poorly designed and executed QMS model has on organizational stakeholders including customers.The purpose of this book is to provide a simple leadership quick guide for designing high-performing Quality Management System models. This guide will focus on Quality Management System assessment, structure, process and achieving outcomes through practical real-world tools, templates, and models. The test of any model is its outcomes. This book will provide decades of insight so leaders ensure their QMS model Solves Problems, Achieves Outcomes, Sustains Wins, and Transforms Organizational Outcomes in High-Risk Environments.The intended audience for this book includes but is not limited to: top executives, governance members, leaders of any rank, thought leaders, strategists, students, performance improvement leaders, change agents, teachers, and anyone interested in quality, improvement, strategy, and leadership. Regardless of role, organization type, or industry, quality matters and is a focal point for customers. Thus, those leading the charge for excellence in this arena must have a good structure, process, and measurable outcomes sustained over time.So, why is this topic important? In today’s world, change is the new normal and only constant. In many industries, such as healthcare for example, the foundations of the industries themselves are shaking greater than at any other time in history. As change grows, so does the associated risk and disruption. How will leaders and their organizations succeed in high-risk environments without a good foundation? The short answer is they won’t. The starting point for success is the Quality Management System.By reading this book, readers will learn: How to construct a well-defined Quality Management System (QMS) How to identify and counter common misperceptions of QMS Techniques to engage other leaders in crucial conversations related to QMS gaps, illusions of success, perceived and real shortcomings, and measures of success How to conduct a basic and advanced assessment of Quality Management System models to determine what is working, what is not working, and high-risk areas to improve The required structural elements of high-performing QMS models A wholistic approach to the QMS process What measures constitute QMS success
A Leader's Guide to Giving a Memorable Speech: How to Deliver a Message and Captivate an Audience
by Donald J. PalmisanoExpert advice on delivering an unforgettable, stirring talk or lecture! &“Highly readable, immediately useful and deeply enjoyable!&” —John J. Nance, Aviation Analyst , ABC World News &“Insights on avoiding panic and other pitfalls, the use of rhetorical devices, and how to wow audiences from this masterful speaker who has done over 1000 speeches and interviews.&” —John N. Kennedy, United States Senator for Louisiana A good leader must be intelligent, charismatic, strong, and inspiring. A good leader must stir passion and instill knowledge in the minds of followers, whether in the field of business, medicine, politics, sports, or entertainment. A memorable speech is a powerful tool for demonstrating leadership and inspiring listeners for years to come. You can give a stirring, memorable speech, and be seen as a real leader, and Donald J. Palmisano can help you. Here Palmisano shares proven tips on delivering an inspiring and motivating speech. Drawing from his popular seminar at Tulane University School of Medicine and over 1,000 speeches and interviews, Dr. Palmisano teaches readers how to:Use rhetorical devices effectivelyStay on messagePractice deliveryGlean lessons from great speeches of powerful leaders from the past, such as Cicero, Winston Churchill, Dr. Martin Luther King, Jr., and Ronald ReaganOrganize speeches to emphasize the messageWeave in stories that are unforgettableAnd more!If you are a professor or teacher, if you are a CEO or manager, if you are thinking of running for office or trying to raise money, then A Leader's Guide to Giving a Memorable Speech belongs on your bookshelf. It's a great gift for anyone with aspirations of teaching, leading, or managing.
The Leader's Guide to Lateral Thinking Skills: Unlock the Creativity and Innovation in You and Your Team
by Paul SloaneLateral thinking can help you transform your ability to generate ideas, unlock the creative potential of your team and make your organization more innovative. With a lively, energetic and practical approach, The Leader's Guide to Lateral Thinking Skills will teach you dynamic, up-to-date techniques to unleash the creative energies of your people and show you how to put the techniques to work immediately. Lateral thinking can turn your organization around and make you a better leader. In The Leader's Guide to Lateral Thinking Skills, highly acclaimed author, trainer and presenter Paul Sloane demonstrates how the lateral leader develops the vision, culture and processes that transform a regular business into an innovation hothouse. This book is packed with real-life examples, practical methods and lateral thinking exercises that you can put to work today.
A Leader's Guide to Leveraging Diversity
by Anne Power Terrence MaltbiaLeveraging Diversity: Strategic Learning Capabilities for Breakthrough Performance is designed to help business leaders and diversity practitioners alike conquer the complexity and take advantage of the opportunities associated with working productively with diversity. The book presents a clear direction for building the strategic learning capabilities needed to create and sustain adaptive organizations that effectively respond to today’s competitive demands. It provides a practical guide that features a variety of proven learning practices for leveraging diversity with case examples and planning tools. The book is structured in four parts and each chapter addresses one of the three strategic learning capabilities: contextual awareness, conceptual clarity, and taking informed action. Each chapter presents cutting edge practices in support of building the targeted learning capability. They contain case examples and sample tools to assist the reader as they internalize the practices and provide guidelines for applying the tools to their specific work situations. In the final part of the book, the reader is introduced to the three critical success factors necessary to support the successful execution of the strategic learning capabilities for leveraging diversity examined in this book. Whether the reader is new to diversity work or wishes to learn how to further leverage existing diversity initiatives with other strategically important business priorities, this book provides a comprehensive blueprint for navigating the complex and changing nature of situations involving diversity.
The Leader's Guide to Managing Risk: A Proven Method to Build Resilience and Reliability
by K. Scott GriffithBe prepared for the dangerous and largely unknown risks that threaten your business and learn how to survive and thrive when uncertainty hits.Leaders today must navigate their teams and organizations through unprecedented levels of uncertainty. It feels like every year there is some-game changing technology or catastrophe that gives rise to a &“new normal&” and sends businesses scrambling for how to rethink themselves to operate under these new conditions. In The Leader&’s Guide to Managing Risk, K. Scott Griffith, a former airline pilot, socio-technical physicist, and author of the first independently-audited high reliability and just culture model offers practical and proven methods to build processes that will withstand the winds of uncertainty while driving success. By understanding that organizations are people operating within systems, leaders of all kinds will build reliability and resiliency into their culture and set up their business to withstand the next big changes that come their way. Learn a new way of seeing, understanding, and managing risk.Understand how people and systems interact in organizations and how to build processes that increase resilience and performance.Collaborate with all stakeholders, including employees, to help you foresee dangers and achieve sustainable reliability.Implement proven methods from Scott&’s award-winning model that is being used in some of the most prestigious healthcare, EMS, and transportation companies in the world.Achieve independent validation of success through certification.
The Leader's Guide to Radical Management
by NullA radical new management model for twenty-first century leaders Organizations today face a crisis. The crisis is of long standing and its signs are widespread. Most proposals for improving management address one element of the crisis at the expense of the others. The principles described by award-winning author Stephen Denning simultaneously inspire high productivity, continuous innovation, deep job satisfaction and client delight. Denning puts forward a fundamentally different approach to management, with seven inter-locking principles of continuous innovation: focusing the entire organization on delighting clients; working in self-organizing teams; operating in client-driven iterations; delivering value to clients with each iteration; fostering radical transparency; nurturing continuous self-improvement and communicating interactively. In sum, the principles comprise a new mental model of management. Author outlines the basic seven principles of continuous innovation The book describes more than seventy supporting practices Denning offers a rethinking of management from first principles This book is written by the author of The Secret Language of Leadership-a Financial Times Selection in Best Books of 2007.
The Leader's Guide to Speaking with Presence: How to Project Confidence, Conviction, and Authority
by John BaldoniWhether in a meeting or a presentation, a watercooler conversation or a formal speech, a leader&’s most important job is to.Your idea may be groundbreaking. The potential profits might be exhilarating. The time to act may be right now, but if you&’re not able to craft and deliver a clear message that doesn&’t lead the audience to gain your perspective, that can be the difference between your pitch being transformational and becoming forgettable.Executive coach and leadership expert John Baldoni provides this concise tool kit containing more than 100 practical tips for creating and communicating meaningful messages with presence and authority.In The Leader's Guide to Speaking with Presence, you will discover how to:Present their ideas clearly and provide contextRadiate confidence and put the audience at easeRefine their deliveryUse stories to inform, involve, and inspireLeverage the energy of any roomConvey optimism tempered with reality to gain buy-inTurn PowerPoint presentations into performancesWhen a leader learns to own the room with an authentic and persuasive speech, the audience will become putty in their hands. The Leader's Guide to Speaking with Presence helps leaders achieve the kind of genuine presence that evolves into lasting trust and quantifiable influence.
A Leader’s Guide to Storytelling: Restoring Authentic Communication in a World of Change
by Mark DaileyPart manual, part memoir and part call to action, this book demonstrates why the core skill needed by leaders in the next decade and into the future will be authentic and effective communication. Communications based on character, integrity and values will be critical in helping leaders navigate the two mega trends of accelerated technological change and increasing demands for social change. This book is the first to marry practical advice on deepening communication skills with insight from a coaching and cognitive point of view into what techniques works and why, and to pull together the wider societal issues and the operating context for leaders. Counter-intuitive and written to provoke thought and awareness, the author looks at the psychological and emotional effects of our communications and what leaders can do to inspire and engage, guiding them through three sections: • A framework for effective communications • A toolkit, detailing what good looks like in practical situations • The authentic leader, an exploration of the changing communications landscape and why a different kind of leadership is needed C-suite executives, leaders about to take that last step into the C-suite or millennial leaders about to enter the boardroom will value this book as an advisory guide, as a handbook to be used in internal coaching and training sessions and as a manual and aide memoir for themselves.
The Leader's Guide to Storytelling
by Stephen DenningHow leaders can use the right story at the right time to inspire change and actionThis revised and updated edition of the best-selling book A Leader's Guide to Storytelling shows how storytelling is one of the few ways to handle the most important and difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. Using myriad illustrative examples and filled with how-to techniques, this book clearly explains how you can learn to tell the right story at the right time.Stephen Denning has won awards from Financial Times, The Innovation Book Club, and 800-CEO-READThe book on leadership storytelling shows how successful leaders use stories to get their ideas across and spark enduring enthusiasm for changeStephen Denning offers a hands-on guide to unleash the power of the business narrative.
The Leader's Guide to Storytelling
by NullIn his best-selling book, Squirrel Inc. , former World Bank executive and master storyteller Stephen Denning used a tale to show why storytelling is a critical skill for leaders. Now, in this hands-on guide, Denning explains how you can learn to tell the right story at the right time. Whoever you are in the organization CEO, middle management, or someone on the front lines you can lead by using stories to effect change. Filled with myriad examples, A Leader's Guide to Storytelling shows how storytelling is one of the few available ways to handle the principal and most difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. The right kind of story at the right time, can make an organization "stunningly vulnerable" to a new idea.
The Leader's Guide to Unconscious Bias: How To Reframe Bias, Cultivate Connection, and Create High-Performing Teams
by Mark Murphy Pamela FullerA timely, must-have guide to understanding and overcoming bias in the workplace, from the experts at FranklinCovey. Unconscious bias affects everyone. It can look like the disappointment of an HR professional when a candidate for a new position asks about maternity leave. It can look like preferring the application of an Ivy League graduate over one from a state school. It can look like assuming a man is more entitled to speak in a meeting than his female junior colleague. Ideal for every manager who wants to understand and move past their own preconceived ideas, The Leader&’s Guide to Unconscious Bias explains that bias is the result of mental shortcuts, our likes and dislikes, and is a natural part of the human condition. And what we assume about each other and how we interact with one another has vast effects on our organizational success—especially in the workplace. Teaching you how to overcome unconscious bias, this book provides more than thirty unique tools, such as a prep worksheet and a list of ways to reframe your unconscious thoughts. According to the experts at FranklinCovey, your workplace can achieve its highest performance rate once you start to overcome your biases and allow your employees to be whole people. By recognizing bias, emphasizing empathy and curiosity, and making true understanding a priority in the workplace, we can unlock the potential of every person we encounter.
The Leader's Guide to Unconscious Bias: How To Reframe Bias, Cultivate Connection, And Create High-performing Teams
by Mark Murphy Pamela Fuller Anne ChowA timely, must-have guide to understanding and overcoming bias in the workplace, from the experts at FranklinCovey. Unconscious bias affects everyone. It can look like the disappointment of an HR professional when a candidate for a new position asks about maternity leave. It can look like preferring the application of a red brick university graduate over one from a state school. It can look like assuming a man is more entitled to speak in a meeting than his female junior colleague. Ideal for every manager who wants to understand and move past their own preconceived ideas, Unconscious Bias explains that bias is the result of mental shortcuts, our likes and dislikes, and is a natural part of the human condition. And what we assume about each other and how we interact with one another has vast effects on our organisational success - especially in the workplace. Teaching you how to overcome unconscious bias, this book provides more than thirty unique tools, such as a prep worksheet and a list of ways to reframe your unconscious thoughts. According to the experts at FranklinCovey, your workplace can achieve its highest performance rate once you start to overcome your biases and allow your employees to be whole people. By recognising bias, emphasising empathy and curiosity, and making true understanding a priority in the workplace, we can unlock the potential of every person we encounter.
Leaders in the Shadows
by David SiegelIn most municipalities across Canada, the top public servant is the chief administrative officer (CAO) or city manager. Compared to elected politicians such as the mayor and the council, the work of a CAO is often overlooked and not well understood. In Leaders in the Shadows, David Siegel brings the CAO into the limelight, examining the leadership qualities of effective municipal managers.Using the examples of five exceptional CAOs who have worked in municipalities of varying sizes across Canada, Siegel identifies the leadership traits, skills, and behaviours which have made them successful. Interweaving the stories of his subjects with insights drawn from leadership theory, Siegel offers an engrossing account of how CAOs must lead "up, down, and out" in order to succeed. Offering well-rounded accounts of the challenges and opportunities faced by public servants at the municipal level, Leaders in the Shadows is a valuable resource for academics and practitioners alike.