Leadership Passages E-Book

David L. Dotlich

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B US non-Franchise Leadership
• Sprache: Englisch

Seitenzahl: 357

Veröffentlichungsjahr: 2011

Beschreibung

Leaders face numerous critical crossroads in their careers, moments that can provide extraordinary learning and growth opportunities or ensnare them and prevent further development. The good thing about these passages is that they're predictable, and with proper preparation, leaders not only can survive them to become stronger but can use these experiences to enhance their leadership, compassion, and effectiveness. This book lays out thirteen specific "leadership passages" based on research, interviews, and coaching of senior executives in such well-known companies as Johnson & Johnson, Novarits, Intel, GE, and Bank of America. For each passage, the authors describe what to expect, how the passage constitutes a choice point, and what effective leaders do to navigate and grow from the challenge. Some of the passages include: moving into a leadership role for the first time, dealing with significant failure for which you are responsible, derailing/losing your job, being acquired/merging, losing faith in the system, understanding the importance of children, family and friends, and personal upheavals such as divorce, illness, and death. The authors provide a wealth of practical tools and techniques to improve your leadership, along with real-life examples from recognizable leaders and breakthrough ways in which companies can use the concept of leadership passages to grow talent.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Introduction

Thirteen Common Passages

What to Expect from the Passages

Our Approach to Leadership

How Learning Can Lead to Success

Contents of the Book

Chapter 1 - What Is Effective Leadership?

Ineffective Leadership Development

Leadership Development That Includes Learning from Passages

A Bad Boss as Potential Derailer

A Test of Learning from Passages

Chapter 2 - How Do Leaders Learn?

How Attitude Affects Learning

Failure as a Second Chance

Ways to Create a New Identity

Example of Adversity as a Spur to Learning

The Value of Failure

Chapter 3 - Joining a Company

Leaving Cultures and Networks

Facilitating the Journey

Learning a Critical Leadership Lesson

Chapter 4 - Moving into a Leadership Role

Challenges for First-Time Leaders

How a Company Can Help First-Time Leaders

The Normality of Struggle

Early Learning for Future Payoffs

Chapter 5 - Accepting the Stretch Assignment

The Pain in Stretch Assignments

Common “Hurts” During a Stretch

How to Handle the Stretch for Maximum Learning

How Organizations Can Help

Chapter 6 - Assuming Responsibility for a Business

The Mind-Set of the Business Leader

The Dangers of Being a Know-It-All GM

The Role of Paradox in Business

Promotion as Passage

Chapter 7 - Dealing with Significant Failure for Which You Are Responsible

Perception Versus the Reality of Failure

Three Don’ts in Dealing with Failure

Four Dos in Dealing with Failure

Effects of Company Attitudes on Failure

Chapter 8 - Coping with a Bad Boss and Competitive Peers

A Continuum of Badness

Questions to Ask Before Fighting or Fleeing

How Bad Bosses and Peers Help Create Good Leaders

Why Reaction Is What Counts

Chapter 9 - Losing Your Job or Being Passed Over for Promotion

Reaction Versus Reflection

Signs of Self-Destruction

How to Grow from Being Diminished

When the Worst Happens

Chapter 10 - Being Part of an Acquisition or Merger

Rejoining the Corporation

Learning More Than How to Keep Your Job

Getting on Board with One Foot

Growing as a Company Changes

Chapter 11 - Living in a Different Country or Culture

The Challenges of Making a Foreign Journey

What to Avoid When Going Abroad

How to Take Advantage of a Once-in-a-Lifetime Opportunity

When You Return Home

Chapter 12 - Finding a Meaningful Balance Between Work and Family

Becoming Conscious of Balance

Calculating What You Will Tolerate

Experiencing the Rewards

Chapter 13 - Letting Go of Ambition

What “Letting Go” Means

How the Process Works

Learning to Love Being Second: Malcolm

How to Navigate the Passage Successfully

A Legacy of Service to Others

Chapter 14 - Facing Personal Upheaval

How Tragedy Affects Direction

How to Manage Upheaval

How Fresh Perspective Brings Leadership Maturity

When Companies Don’t Help

Chapter 15 - Losing Faith in the System

Losing Faith and Finding Meaning

Purposeful Leadership

Chapter 16 - How Companies Can Use Passages to Develop Leadership

Traditional Leadership Development

How Organizations Can Facilitate Learning

Benefits of Developing Leadership in a New Way

Chapter 17 - An Eight-Step Survive-and-Thrive Guide

Step 1: Learn Resilience

Step 2: Accept Personal Responsibility

Step 3: Reflect

Step 4: Seek Support from Your Partner, Family, Friends, and Professionals

Step 5: Develop and Use a Professional Network

Step 6: Seek Refuge

Step 7: Gain Perspective

Step 8: Take Risks

The Last Step: Retirement

Passing on Your Experiences

About the Authors

Bibliography

Index

Praise forLeadership Passages

“One of the surprising aspects of this book is that these passages are predictable. In a typical career, all leaders will go through these passages. What this book does is provide leaders and those who aspire to senior leadership roles with the tools and techniques to help them understand and navigate personal change to achieve success in both their personal and business lives.”

—COREY SEITZ, GLOBAL HEAD OF TALENT MANAGEMENT, NOVARTIS INTERNATIONAL AG

“The passages described by Dotlich, Noel, and Walker can make or break leaders. Leadership Passages helps readers become aware of these passages, learn what each entails, and acquire the skills necessary to navigate them successfully.”

—RON JONASH, THE MONITOR GROUP

“Leadership Passages provides the missing link in leadership development. The authors recognize that these are key transitions in a leader’s life that can catalyze tremendous growth. Too often, however, these transitions are ignored by individuals and organizations. Dotlich, Noel, and Walker offer great insight and advice on how to turn these passages into dynamic development experiences.”

—DEBORRAH HIMSEL, VICE PRESIDENT, ORGANIZATION EFFECTIVENESS, AVON PRODUCTS, INC., AND AUTHOR, LEADERSHIP SOPRANOS STYLE

Copyright © 2004 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Dotlich, David L. (David Landreth), 1950.

Leadership passages : the personal and professional transitions that make or break a leader / By David L. Dotlich, James L. Noel, Norman Walker.

p. cm.

Includes bibliographical references and index.

1. Leadership. 2. Management. I. Noel, James L., 1943- II. Walker, Norman. III. Title.

HD57.7.D675 2004 658.4’092—dc22

2004012064

ISBN 0-7879-7427-7 (alk. paper)

Introduction

Adversity has the effect of eliciting talents which in prosperous circumstances would have lain dormant.

—Horace

One of us met recently with the new CEO of a large company who was profiling his team of direct reports. As the CEO talked with us, he focused on the skills and background of each direct report. Impressed with the diversity of the group, we asked, “Is there anything that everyone on your team has in common?”

He nodded. “At one point or another, each one of us has been fired.”

The CEO said this proudly. To him, being fired was a badge of merit. His direct reports had been through tough times and learned from their experience. Because they had once been terminated, members of his team had grown personally and professionally. Difficult, unpredictable events had forced them to turn inward, address their flaws, and seek to understand how they may have contributed to their own dismissal. Termination had tested their resiliency—a trait crucial to leadership in competitive businesses. They were survivors.

We bring this up because, contrary to expectation, successful careers are not continually successful. In fact, even the most honored, effective, and acclaimed leaders go through periods of uncertainty, frustration, and failure. These periods can be triggered by both professional and personal events: coping with a bad boss, going through a divorce, taking over a demanding new assignment, living abroad, and many others. They can be periods of great growth and learning, or they can be times of stagnation, denial, and even regression. We call them predictable, intense passages because that is exactly what they are.

Note: We are indebted to the work of many people in considering how leaders actually develop, but several people deserve special mention. Morgan McCall was a pioneer in defining the importance of experience in developing leaders. Joseph Gabarro has researched and developed the concept of transition experiences in leadership effectiveness. Recently, our colleagues Dan Ciampa and Michael Watkins have also focused on transition experiences in leadership development.