Common Purpose E-Book

Joel Kurtzman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 324

Veröffentlichungsjahr: 2010

Beschreibung

From one of the most respected names in business and leadership, a rare look at the specifics of how great leaders achieve "common purpose" and success within their organizations. What is common purpose? It is that rare, almost-palpable experience that happens when a leader coalesces a group, team or community into a creative, dynamic, brave and nearly invincible we. It happens the moment the organization's values, tools, objectives and hopes are internalized in a way that enables people to work tirelessly toward a goal. Common purpose is rarely achieved. But Kurtzman has observed that when a leader is able to bring it about, the results are outsized, measurable and inspiring. * Based on Kurtzman's all-new interviews with more than 50 leaders, including Ron Sargent, Ilene Lang, Micky Arison, Simon Cooper, Joel Klein, Janet Field, Steve Wynn, Shivan Subramaniam, Michael Dell, Richard Boyatzis, Tom Kelley, Michael Milken, and Warren Bennis * Contains research on leadership Kurtzman has conducted during his years at The New York Times, the Harvard Business Review, Booz & Company, as well as with PricewaterhouseCoopers, Mercer, and Korn/Ferry Based on all new interviews with some of the most dynamic, successful, and enduring leaders, Common Purpose sheds new light on the meaning of leadership, the crucial qualities of leaders, and most importantly, how to lead.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Foreword

Introduction

REJECTING A LEADER

LEADERS VERSUS LEADERSHIP

LEADERSHIP GLUE

COMMON PURPOSE

MAKING THE GOAL

Chapter One - THE LEADERSHIP DISCONNECT

THE END OF HIERARCHY

POOR LEADERSHIP, POOR RESULTS

THINKING LEADS TO RESULTS

MISSED OPPORTUNITIES

LEADERSHIP DETERMINES RESULTS

A NEED TO ACHIEVE

Chapter Two - THE NEW RULES OF EMPLOYMENT

MUTUAL MISTRUST

ORGANIZATIONAL STRUCTURES

MUTUAL INTERESTS

KEEPING ORGANIZATIONS TOGETHER

POWER TO THE PEOPLE

THOSE WHO CONTRIBUTE, THOSE WHO DON’T

Chapter Three - LEADERS AT ALL LEVELS

TODAY ISN’T YESTERDAY

A SCRIPTLESS MILITARY

HOW TO MAKE DECISIONS

IT STARTS AT THE TOP

Chapter Four - INTERNALIZING WHAT THE ORGANIZATION STANDS FOR

THE COMMON PURPOSE ORGANIZATION

LEADERSHIP AT THE START

LEADERSHIP AT FM GLOBAL

FM GLOBAL’S PRACTICAL VALUES

Chapter Five - THE BEST LEADERS ARE PART OF THE GROUP

MODELING THE LEADERSHIP’S BEHAVIOR

CASE STUDY: FM GLOBAL

Chapter Six - CULTIVATING CURIOSITY, NOT COMPLACENCY

KEEPING AND CELEBRATING LEADERS

LONGEVITY VERSUS HOMOGENEOUSNESS

EMPLOYMENT LONGEVITY

COMMON PURPOSE AT THE TOP

BRINGING OUT THE BEST IN OTHERS

ACCESSIBILITY

TOXIC CEOS

LEARNING CULTURE

Chapter Seven - CREATING A CULTURE OF LEADERSHIP

GOAL SETTING

SOCIALIZING THE MESSAGE

Chapter Eight - WE’RE ALL IN THIS TOGETHER

US VERSUS THEM

HIGH ROAD OF LEADERSHIP

US VERSUS THEM AND THE WRONG INCENTIVES

REAL COMPETITION

NOT THE ART OF WAR

OTHER INDUSTRIES

THE CHALLENGE OF LEADERSHIP

CONTRARIAN THINKING

US VERSUS THEM WITHIN THE COMPANY

NEED FOR DISCIPLINE

Chapter Nine - HOW LEADERS STAY POSITIVE AND DETERMINED

A LITTLE REALISM, PLEASE

THINKING TOGETHER, THE BOYATZIS WAY

POSITIVITY HELPS COMMON PURPOSE

FOUNDATIONS OF COMMON PURPOSE

DISSIDENCE

Chapter Ten - LEADING IS A MENTAL GAME

USING POWER

LEARNING AND LEADING

WHO LEADS? WHO FOLLOWS?

WHY PEOPLE FOLLOW NOW

TYPES OF LEADERS

BRINGING TOGETHER THE THREE LEADERSHIP ROLES

LEADERSHIP TRAINING

Chapter Eleven - DIFFERENT STROKES FOR DIFFERENT GENERATIONS

THE NEWEST GENERATIONS

INDIVIDUALITY

BUSINESS AND LIFE

Chapter Twelve - YOU DON’T HAVE TO BE RUTHLESS TO LEAD

WHO FINISHES FIRST?

SURVIVAL OF THE KINDEST

LEADING WITH THE HEART

Chapter Thirteen - IDEAS MATTER

THOUGHT LEADERSHIP

GROWING IDEAS

COMMUNICATING KNOWLEDGE

INNOVATION LEADERS

THINKING DIFFERENTLY

TRUE LEADERSHIP

EPILOGUE: THE FUTURE OF LEADERSHIP

A LEADERSHIP LIBRARY

ABOUT THE AUTHOR

INDEX

Copyright © 2010 by Joel Kurtzman. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Kurtzman, Joel.

Includes bibliographical references and index.

eISBN : 978-0-470-58339-5

1. Leadership. 2. Organizational change. I. Title.

HD57.7.K867 2010

658.4’092—dc22

2009041345

HB Printing

To Karen Warner, who teaches leaders how to lead

FOREWORD

By Marshall Goldsmith

Major changes have occurred in the world of organizations since the late 1990s. In fact, not since the Industrial Revolution have we seen such rapid and significant change in the world of organizations. These changes, brought on by such forces as globalization, the development of technology, and their impact on our societies, are becoming increasingly evident as we progress into the 21st century.

As the century unfolds, new realities are becoming clearer. Multinational mega-organizations are emerging, and organizations are consolidating through mergers and acquisitions, yet simultaneously, smaller and mid-sized companies do flourish. New models of leadership are blossoming, some with unfounded success. For instance, focusing on working better as teams and empowering those closest to the customers to make important decisions have led to great accomplishments.

But who is to say what model will work for any specific organization, industry, or team? Because of the diversity of customers, technologies, and areas of operation, companies can’t produce just workbooks and manuals anymore. The world is too big, too changing, and too varied. As a result, leaders and their followers must make the right decisions on their own because they have internalized the organization’s mission, values, strategy, and brand.

Companies that understand this hire leaders who pay as much attention to developing the culture of the organization as to the individuals who make up the organization. They hire leaders who focus on common purpose—building a sense of inclusiveness within the organization where people know what to do and why, and understand what the organization stands for—and stand with it!

In Common Purpose: How Great Leaders Get Organizations to Achieve the Extraordinary, Joel Kurtzman takes his many years of research, personal observation, interviews, and interactions with leaders and distills them into one critical concept that is the essence of good leadership: excellent leaders create a feeling of “we” among the members of their group, team, or organization—they do this in order that the organization, now aligned around a common set of goals, is nearly undefeatable by any circumstance or competitor.

The road to common purpose in leaders and leadership is not an easy one. This book provides a road map to stay on that journey—and to succeed along the way.

Life is good.

Marshall Goldsmith is the best-selling author of What Got You Here Won’t Get You There, Succession: Are You Ready?, and MOJO.

INTRODUCTION: NO ONE LEADS ALONE

Since the end of World War II, tens of thousands of books, articles, studies, and theories have been developed on the topic of leadership, with thousands more coming out each year. People are fascinated by the subject and want to discover how they can become better leaders or rise to leadership-level positions. Authors and researchers have approached the topic from a wide variety of perspectives—business, politics, religion, community—and from disciplines like psychology, economics, and sociology. They’ve studied primate behavior, whale and dolphin pods, people in prison, native tribes living in the world’s rain forests and savannas, CEOs, politicians, and sports figures.

And yet despite all this work, a consensus has so far failed to emerge with respect to what leadership is, how leaders develop, and—perhaps most important—how to become a more effective leader. Ideas about how to rise inside organizations run the gamut from, “It’s all luck and politics,” to “It’s all hard work and preparation,” to “You’ve got to generate your own internal PR,” to “There’s no limit to how high you can climb as long as you don’t care who gets the credit.” Others point to the power of teams and team building and of finding the right team to join. And still others say you have to select a few choice assignments for yourself and then shine. As a result, the appetite for ideas that provide answers to the puzzle of leadership is almost insatiable.