Lead E-Book

Gary Burnison

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

Veröffentlichungsjahr: 2013

Beschreibung

Lead is a different kind of book. Rather than being the “last word” on leading others, it is meant to be the “first word”—an invitation to the reader to reflect on what the leadership journey means to each and every individual.

At its core, Lead will benefit anyone who seeks to inspire, influence, or lead others, whether they are coaches, teachers, pastors, community organizers, politicians—or are in the C-suite.

Lead offers an exploration of the essential elements of leadership, which author Gary Burnison defines as: purpose, strategy, people, measure, empower, reward, anticipate, navigate, communicate, listen, and learn—all of which culminate in leading. Instead of taking the left-brain approach of “paradigm shifts” and “leadership models,” the author focuses on right-brain constants such as emotional connection, compassion, focusing on others, humility, and managing oneself. Lead readers will find inspiring stories, easy to digest analogies, reflective exercises and evocative images meant to give them pause, draw them in, and encourage introspection.

Leseprobe

CONTENTS

Introduction: The Absolutes for Leaders

Chapter 1: Lead

Chapter 2: Purpose

Chapter 3: Strategy

Chapter 4: People

Chapter 5: Measure & Monitor

Chapter 6: Inspire & Empower

Chapter 7: Reward & Celebrate

Chapter 8: Anticipate

Chapter 9: Navigate

Chapter 10: Communicate

Chapter 11: Listen

Chapter 12: Learn

Epilogue

About the Author

Acknowledgments

Credits

Cover design: Ross/Madrid

Copyright © 2013 by Korn/Ferry International. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with the respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor the author shall be liable for damages arising herefrom.

For general information about our other products and services, please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

ISBN 978-1-118-75079-7 (cloth); ISBN 978-1-118-75075-9 (ebk); ISBN 978-1-118-75077-3 (ebk)

To my esteemed colleagues.

THE ABSOLUTES FOR LEADERS

As a coach for my son’s basketball team, at the end of every practice I ask a player to attempt a three-point shot. If the player makes the shot, the team gets excused from the last drill of running laps. Last season, we had a great team. There was one player, however, who was a little shorter, a little smaller, and not as athletic as the rest. In fact, this boy, Jason, hadn’t scored a single basket all year. But, unlike the others, he had never missed a single practice. ⇒

On the final practice before the championship game, I asked the team, “Who wants to take the three-point shot?” Nine pleading hands flew up; one hand did not—Jason’s. Something compelled me to give him the ball as the others grumbled about the laps they were sure they’d be running.

When Jason shot the ball, it hit the back of the rim, bounced high off the iron, and grazed the basket on the way down, unsuccessfully. Immediately I did something I had never done before: I gave him the ball again. Jason didn’t hesitate and the entire team watched as the ball swished through the net. Jason’s grin was a mile wide as the other kids jumped up and down in celebration. Out of the corner of my eye, I caught a glimpse of Jason’s dad with a satisfied smile. Later, he said to me in a voice choked with emotion, “I don’t care if Jason scores any points on Sunday, that made the entire season for me.”

Leadership is making others believe, turning vision into reality.

We did win the championship, but frankly I don’t remember the final score or how we did it. All I remember was the beaming smile of a 12-year-old boy and the wet eyes of his father.

Leadership is making others believe—in themselves, in the organization, in the impossible—then, translating that belief into reality.

Leadership requires you to forget all the lauded, impressive qualities that helped you climb the ladder and to shift your focus outward; your measure of success will be in what others achieve. Easy to intellectualize, but elusive to actualize, leadership is part strategy, but mostly judgment. It’s sense, and sensibility.

Fortunately, there are certain fundamental elements to guide you, elements that are as critical in today’s hyper-connected technosphere as they were in the days when contracts were written on the skins of animals.

This book is a compass for discovering these absolutes. Every organization starts with a vision and a PURPOSE—the “what” and the “why” of its existence. Then comes STRATEGY, the “how” and, more subtly, the “when” of its game plan to realize that purpose. PEOPLE are truly the essential element, embracing the purpose and executing the strategy. MEASURE minds the organization’s progress—what is working and what is not. EMPOWER means to delegate to people, not just as individual performers, but as teams aligned with purpose and strategy. When success arrives, keep people motivated with REWARD—a celebration of who they are, not just compensation for what they’ve done.

Next are the Absolutes that define the activities in which you, as the leader, must constantly engage. They are ANTICIPATE, to make calculated bets about tomorrow; NAVIGATE, to adjust and correct your course in real time; COMMUNICATE, to connect emotionally with others; LISTEN, to welcome the truth and gain trust; and LEARN, which must be a lifelong passion for every leader—all of which culminates with LEAD.

Leadership can be learned and absorbed only by doing, starting with the most important lesson of all: To lead others, you must first lead yourself. May you find in these pages both information and inspiration as you define your leadership path—a journey that, ultimately, is about empowering others.

Gary Burnison

CEO, Korn/Ferry International

Chapter 1

The First Absolute for Leaders: LEAD

“THE change you want to see in the world starts with you.”

Remember the thrilling rush of freedom, the motivating jolt of pride, the first time you pedaled all alone on a two-wheeled bike? As you propelled yourself forward in that glorious moment there was, for most of us, someone looking on that made it possible. In their seemingly modest actions can be found the DNA of powerful leadership: a mode of being that is less about analytics and decision-making, and much more about aligning, motivating, and empowering others. ⇒