"Today's breakneck pace of change has an immense impact on leaders-and as a result, on the organizations they run. All too often, people remain stuck in outdated mindsets and modes of operating, even after others recognize the need for change. Leaders need to learn to pivot even when there are no obvious signals guiding their way. Leadership expert Herminia Ibarra (INSEAD) upends traditional, introspective advice and says act first-and then change your way of thinking. In this unconventional book, Ibarra, one of the world's foremost experts on leadership transitions, provides the first practical guide on how to change when you also need to lead. Defying standard leadership development guidance, which encourages deep self-reflection into strengths and weaknesses, this book shows that the most effective way to change is through action, not analysis, and by learning from experience, not introspection. In short, it will teach you to change from the outside in by first acting like a leader and then thinking like one. Based on Ibarra's flagship executive education program at INSEAD, this book is for new and seasoned leaders alike who need to understand the new rules for success in their own organization, and in the global business environment at large. It's the essential guidebook for anyone who wants to upgrade their role or be the leader their organization needs them to be"--
You aspire to lead with greater impact. The problem is you’re busy executing on today’s demands. You know you have to carve out time from your day job to build your leadership skills, but it’s easy to let immediate problems and old mind-sets get in the way. Herminia Ibarra—an expert on professional leadership and development and a renowned professor at INSEAD, a leading international business school—shows how managers and executives at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves. In Act Like a Leader, Think Like a Leader, she offers advice to help you: • Redefine your job in order to make more strategic contributions • Diversify your network so that you connect to, and learn from, a bigger range of stakeholders • Become more playful with your self-concept, allowing your familiar—and possibly outdated—leadership style to evolve Ibarra turns the usual “think first and then act” philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsight—the valuable external perspective you gain from direct experiences and experimentation. As opposed to insight, outsight will then help change the way you think as a leader: about what kind of work is important; how you should invest your time; why and which relationships matter in informing and supporting your leadership; and, ultimately, who you want to become. Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this book will help you devise a plan of action to become a better leader and move your career to the next level. It’s time to learn by doing.
In an increasingly connected world, Strategic Relationship Management is a vital capability for successful organizations. The book Managing Authentic Relationships; Facing New Challenges in a Changing Context focuses on building and managing a strong network and reciprocal relationships for the entire organization by implementing a professional relationship management approach at strategic, tactical and operational level. Professional relationship management makes valuable and measurable contributions to the strategic goals of an organization by: - Expanding the organization's strategy to a Relationship Management Strategy. - Efficiently managing relationships and correctly mapping stakeholders. - Embedding clear responsibility for relationship management throughout the organization. - Measuring results and calculating the Return-on-Relationship. - Developing strong networking skills and networkers who are able to act as eyes and ears for the organization. - Organizing effective networking activities with measurable results. This book also offers a holistic view. Managing authentic relationships requires a shared understanding of what relationships are. It is impossible to develop succesful relationship management without authentic relationships based on trust and reciprocity.
At a time when higher education faces the unprecedented challenges of declining revenues and increased scrutiny, questions about access, cost, and the value of degrees, and the imperative to educate a more diverse student body, there is an urgent need for leadership that is conversant with, and able to deploy, the competencies, management tools, and strategic skills that go beyond the technical or disciplinary preparation and “on the job” training that most leaders have received. This book is intended as a practical resource for academic and administrative leaders in higher education who seek guidance in dealing with today’s complexity, opportunities, and demands. It is also addressed to those who aspire to hold positions of leadership, and to the many faculty and staff members who serve in informal leadership roles within their departments, disciplines, or institutions. Additionally, the book serves as a guide and resource for those responsible for the design and implementation of leadership development programs in higher education. While recognizing the differences in mission and circumstance across institutional types, the authors begin by offering a foundational understanding of higher education as a sector, the political, social, and economic climate in which it operates, and the potential opportunities ahead. Subsequent sections of the book cover leadership concepts and competencies, along with a series of applied tools for leadership and organizational effectiveness. Each chapter concludes with related case studies and guiding questions for further reflection. The final section highlights models for developing institutional leadership programs that progressively meet the needs of leaders along their careers. The content and format of this book reflect the authors’ views that leadership development is most effective when it is an intentional, reflective, and systematic experience. While they espouse the practice of general principles of leadership, they also take into account the unique context of higher education with its numerous internal and external stakeholders, multiple missions, particular organizational governance, and a culture that fosters individual autonomy and creativity.
Women make up the majority of university graduates. They enter the workplace in equal numbers with men. But many workplaces still operate with cultures developed over a century ago to reflect a predominantly male workforce and vastly differing social expectations. So all too often as women become parents they are forced to fix things in the only way they can - by downgrading their job expectations or dropping out of the corporate world. Anna Meller believes it’s high time we #Upcycled our jobs and careers to fit today's lifestyles and meet women's changed expectations. Her PROPEL model offers ambitious working mothers new possibilities for progressing their corporate careers. In this book, Anna leads you through an evidence-based six step process that supports you in finding the balance you need. Practical exercises enable you to craft a working arrangement that meets your employer’s expectations as well as your own aspirations, and to develop the key skills you need to maintain it.
The Road to Leadership presents nine valuable leadership lessons from award-winning author and international nurse leader Carol Huston. This small, full-color book packs big wisdom from a leader who learned her lessons the hard way—and now leads others to their own paths as confident, successful leaders. From finding a mentor to learning the art of communication, this engaging book will help you break free of professional limits and define your own effective leadership skills.
"In Professionalizing Leadership, leadership scholar Barbara Kellerman lays out a plan to remedy the field's vagueness by advocating testing, certification, and regulation that befit a true profession. She takes a historical view to examine how our values have shifted and why the endeavor of leadership has diminished in most institutions, with the exception of the American military. The twenty-first century has largely been about expanding the rights and education of the many, but has left comparatively little focus on leaders-that is, the few. Though many have ambitions to become successful leaders, the leadership programs they are offered are too easy to get into and insufficiently rigorous once students are admitted. Leadership studies, Kellerman argues, must build on a solid intellectual foundation and recognize the distinctions among educating potential leaders, training for leadership, and developing great leaders over time. Professionalizing Leadership illuminates the pitfalls and potential of leadership education, and outlines a logical sequence for professionalizing the field"--
Great leaders aspire to manage “by design”—with a sense of purpose and foresight. But too few leaders incorporate the proven practices and principles of the design disciplines. Lessons learned from the world of design, when applied to management, can turn leaders into collaborative, creative, deliberate, and accountable visionaries. Design thinking loosens the mind and activates innovation. It creates the conditions for employees to thrive and for all kinds of businesses to succeed. In Designed Leadership, the strategic-design scholar and urban-systems designer Moura Quayle shares her plan for integrating design and leadership, translating processes, principles, and practices from years of experience into tools of change for professional leaders. Quayle describes the key concepts of designed leadership, such as “make values explicit” and “learn from natural systems,” showing how strategic design can spur individual creativity and harness collective energy. For managers at any level, Designed Leadership uses original visuals and field-tested examples to teach the kind of thinking, theorizing, and practicing that result in long-lasting high performance in the workplace and beyond.
"A bold new approach to improving your performance and deepening your purpose." —DANIEL H. PINK, #1 New York Times bestselling author of Drive, When, and To Sell Is Human A Three-Step Process to Access and Activate Your Full Potential Imagine switching on the television to see a highlight reel of the best moments from your life. Like a professional athlete, with every clip you'd learn how to repeat past successes, pinpoint positive blind spots, and build confidence in your skills. In Exceptional, London Business School professor and expert social scientist Daniel M. Cable reveals how building your own personal highlight reel—a collection of positive memories about yourself from your network—is key to accessing your potential. Using the latest science and proven research behind best-self activation, his three-step process will help you improve your life by: • Focusing on what you do best • Crafting a life around your strengths • Increasing your confidence and resilience Cable has worked with tens of thousands of people to create their highlight reels and make the most of their gifts. The three-step process ultimately reveals how living up to your full potential can improve the relationships you value most and transform your mindset to one of possibility. Each of us can bring forth a version of ourself that is uniquely outstanding. It's a version of ourself that already exists—all we have to do is access it. • A practical book on how to create one's own human highlight reel, and then use that highlight reel to direct one to success, growth, happiness, and fulfillment in work and life based on scientific results • Great for readers interested in achieving self-improvement and a sense of purpose. • You'll love this book if you love books like Mindset: The New Psychology of Success by Carol S. Dweck, Presence: Bringing Your Boldest Self to Your Biggest Challenges by Amy Cuddy, and The Power of Habit: Why We Do What We Do in Life and Business by Charles Duhigg.
Find a job and quickly climb the ranks at a tech startup, even if you’re not a techie. Are you underemployed or struggling to find a fulfilling career? Stuck on a low rung of the corporate ladder and don’t see a way up anytime soon? You’re not alone. Like many recent college grads and people who feel stuck in their corporate jobs, you’ve probably never considered working for a technology company that’s just starting out, especially if you’re not a tech whiz. That doesn’t matter. Tech startups are desperate for talent and creativity in all kinds of fields from people with leadership skills and new ideas—people like you! If you’re looking to turn your general business know-how into a wildly successful career, Be a Startup Superstar is your guide. Yes, you can love your work, feel energized by your role, and earn the income of your dreams. Author Steven Mark Kahan left his safe corporate job to join his first tech startup, and since then he has helped seven startup companies sell or go public (meaning early employees usually score big). In this breakthrough book, Steve shows you how to: Look for five key traits when choosing a tech startup Get hired at a tech startup with your existing degree, skills, and experience Develop the leadership attributes and entrepreneurial mindset that can launch you to the top Make better decisions and get better outcomes in the tech startup world and beyond Be a Startup Superstar provides the expert insider guidance you need to ignite your career by joining the tech startup revolution.
This volume brings together research from leading scholars with stories from women leaders in diverse sectors to provide insights from their leadership journeys. The book begins with personal stories of women’s leadership journeys by chief executive officers, a former U.S. ambassador, a college president, and others. The stories enable readers to make sense of their own leadership journeys by learning about the varied paths to leadership and taking note of key elements such as role transitions, defining moments, identity development, and growth mindsets. Next, scholars discuss novel research that can guide women in navigating their journeys to leadership, including on followership, competition, representation of women in politics, and the role of biology in leadership. This must-have volume offers cutting-edge perspectives and a guide for women to navigate their own journeys to impactful leadership.
We know that businesses and organisations expect people at all levels to show initiative and display good leadership qualities, but to put this into practice is easier said than done. This book will show you how you can become a better leader, whether you're already in charge of a large team, or you're paving the way for your future career. How to Be a Better Leader is designed to help you truly understand what it means to be a leader, as well as what good and bad leadership look like. Stefan Stern investigates the different ways in which men and women lead - and, crucially, how we can get nearer to genuine equality at work. He also highlights the language of leaders, and gives examples from around the world of different prominent leaders from business and politics, including Jeff Bezos, Indra Nooyi, Winston Churchill and Rosa Parks.
Purpose & Impact is the first book aiming to provide guidance to senior executives and professionals for how to rethink and even relaunch careers that align with wider purpose and societal impact. With our increasing longevity, the concept of retirement is becoming redundant, as executives need, financially, and want, motivationally, to continue to work well beyond what is currently considered ‘retirement age’. Around age 50, when we often leave our mainstream employers, we could be looking forward to around 30 healthy years, equivalent to a whole second career. This book, therefore, sets out a topic that is becoming increasingly important and urgent for governments, companies and executives alike. This book is underpinned by research (including interviews with over 90 senior executives) conducted by the author. Many of their stories are interspersed throughout the book to provide the reader with real insight into how very diverse senior executives and professionals created roles that enabled their own personal growth and development and had positive impacts on wider society. In addition, helpful tools and guides are used throughout the book to help the reader in their decision-making processes through the different stages of discovering and developing themselves and their career goals.
In Leadership Rites of Passage: The Journey of the Aspiring Leader and the Methods of the Mentor, accomplished author, Rick Tirrell, examines the sixteen universal challenges every leader must master as well as the methods of great mentorship. This book is designed to help you build your own leadership skills, become an exceptional mentor, or conduct leadership seminars. This compelling business fable begins with the naïve and overwhelmed young Joe Miller and follows his career toward Extraordinary Leadership while he easily builds some leadership skills, nearly fails others, undergoes betrayals, and builds a team. At age 25 Joe joins his family firm believing he will have an easy run along with the supportive mentorship of his father. However, six months later his father dies suddenly, precisely as a massive recession hits the economy. Sales plummet, he cannot service his debt, employees are in revolt, and he knows he is inexperienced. He seeks the advice of Sagen Cruz, thus beginning a lifelong leadership mentoring relationship. Sagen masterfully displays his own mentoring methods which any reader can imitate. He asks probing questions and deftly allows silence to do his work. As he mentors, he points to the great masterworks of the leadership literature. He provides Joe a brief explanation of each theory and asks him to read a relevant book so Joe can put its contents to work. Sagen sends Joe on four missions; four separate areas of leadership development. Within each mission, Joe will encounter very specific challenges. If he chooses to ignore any challenge, it will continue to call to him until he masters it. Sagen has given these challenges a name, Rites of Passage. Each Rite of Passage is a separate chapter and at chapter end, three brief summaries offer us Joe’s work, Sagen’s process, and seminar discussion questions.
Book Glen’s Markets started in the small, thriving town of Gaylord, Michigan, on June 7, 1951, and was a dream of C. Glen Catt. Little did he know that through his efforts, that little 2,500-square-foot store would result in a regional supermarket chain of twenty-six stores with upwards of 2,500 associates. Through three generations of Glen’s, C. Glen Catt, Glen A. Catt, and Glen B. Catt (and numerous committed associates), Glen’s Markets would become highly admired within the retail food industry for its unique, self-perpetuating culture of relationships, customer service, and attention to detail. Intentional Leadership: The Glen’s Market Culture shares the story from the early sculpturing of C. Glen Catt growing up in a financially struggling family during and after the Great Depression in the 1930s through the intentional relationships with associates and customers to the psychological deliberations that resulted in selling the retail arm of the company in 1999. Glen’s Markets was built on the basis of people working with people serving people. Any individual who has the opportunity to work with another human being will find eye-opening examples in the Glen’s story that will help them to make a difference in the lives of the people they work with. Rather you are already in a leadership position or desire one day to have that responsibility, the uniqueness of how the Glen’s Markets family operated will spark new thoughts to help stretch your mind.
This third edition of Leadership in Organizations: Current Issues and Key Trends builds on the success of the previous versions, with new and updated chapters providing fresh and lively insights into a subject that can often be tricky to pin down. Leadership in Organizations carefully balances theory and practice, including critical perspectives, to examine fundamental questions about the meaning of leadership, its use and its development. Readers will benefit from the text’s rich use of cases and examples of real-life tensions, challenges and successful outcomes of leadership practice. The book also sets itself apart through its distinctive focus on leadership within the wider contexts of politics, economics and public policy, as well as organizational behaviour and management. New elements for this edition include: The moral pitfalls of leadership Leadership roles under crisis conditions Fresh analysis of the impact of leadership on performance outcomes This is the ideal text for advanced students of leadership studies, as well as practitioners looking to deepen their understanding of the leadership process and to enhance their leadership skills.
Most leadership development runs on rails: courses are organized with standard content usually delivered by companies set up expressly for that purpose. Most leadership programmes fail when judged on whether they achieve lasting impact and behaviour change because what is covered is often forgotten after the programme ends. Building Leadership Development Programmes is designed to show how leadership development should work. It challenges the widely accepted notion that leadership development cannot be measured and it exemplifies how to design programmes that are in line with organizational needs and deliver lasting and measurable impact. Building Leadership Development Programmes is structured around detailed case studies from around the world that offer unique insights into the process of building effective leadership development, looking at a range of approaches from almost zero cost options to high end investment that actually works. It helps readers think through what it is that they are actually trying to achieve, offering processes to work through to establish what is necessary for their organization and take a longer view than looking for quick fixes. It features case studies including Crotonville Leadership Centre who have worked with GE, McKinsey and the Red Cross, and interviews with world authorities on leadership and talent development. Detailed guidance will help identify the right measures to ensure impact, and to adopt the right methodologies, including looking at leadership coaching, mentoring, social learning and action learning, blowing apart the idea that expensive training courses are always required.