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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Accelerating Through the Crisis Curve Leadership is all about others--inspiring them to believe, then enabling that belief to become reality. That's the essence of Leadership U: it starts with 'U' but it's not about 'U.' Those timeless words are timelier than ever today, as leaders look to accelerate through the crisis curve. As author Gary Burnison observes, "There will likely be more change in the next two years than we have seen in the last twenty." Now, in Leadership U: Accelerating Through the Crisis Curve, Burnison lays out a framework--his "Six Degrees of Leadership"--to show leaders how to create change. Anticipate - foreseeing what lies ahead, amid ambiguity and uncertainty that are throttled up like never before Navigate - course-correcting in real time, to keep the organization on an even keel Communication - constantly connecting with others; the leader is both the messenger and the message Listen - breaking down the organizational hierarchy to gather insights at all levels--especially what the leader doesn't want to hear Learn - applying learning agility, to "know what to do when you don't know what to do" Lead - empowering others in a bottom-up culture that is more nimble, agile, innovative, and entrepreneurial than ever before. Only by embracing these truths can leaders master another 'U'--the "crisis curve" that will completely disrupt the business landscape. The world has changed--forever. The old days are fine to reminiscence about, but you can't stay there. Today leadership means becoming comfortable with being uncomfortable. As Burnison says, when a door closes, leaders cannot afford to stand there, staring at it. It's a "get up or give up" moment. For leaders, the only choice is to find and open another door. Leadership U defines and inspires the pathway through that door.
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Seitenzahl: 103
Veröffentlichungsjahr: 2020
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Table of Contents
COVER
INTRODUCTION
LEADING OTHERS WITH PURPOSE
THE SHIFT FROM “ME” TO “WE”
LEADERSHIP IN ACTION: THE SIX DEGREES
COMFORTABLE WITH BEING UNCOMFORTABLE
WHAT MAKES A GREAT LEADER?
WHAT DO YOU SEE?
YOUR STRENGTHS AND WEAKNESSES
SIX STAGES OF CAREER DEVELOPMENT
THE RIGHT-BRAIN RULES
CHAPTER 1: ANTICIPATE
WHAT LIES AHEAD
THE FOUR QUALIFIERS: YOU CAN'T ANTICIPATE WITHOUT THEM
VULNERABILITY INCITES ORGANIZATIONAL CURIOSITY
START WITH THE REALITY OF TODAY
DON'T JUST FOLLOW THE HERD
A CULTURE OF WORLD-CLASS OBSERVERS
EXERCISING THE ANTICIPATION MUSCLE
THE MEANING OF WHAT YOU SEE
MISSION “POSSIBLE”
CHAPTER 2: NAVIGATE
COURSE-CORRECTING IN REAL TIME
NAVIGATION IN REAL TIME—AT THE RIGHT TIME
NOTICE—EVERYTHING!
PLAN A LITTLE, THINK A LOT, DECIDE ALWAYS
WHAT HAPPENS IN THE MOMENT
NAVIGATING MEANS TAKING RESPONSIBILITY
KNOW WHEN TO TAKE THE WHEEL
URGENT PATIENCE IS A VIRTUE
NO FEAR OF FAILURE
“THE COURAGEOUS HAVE NO FEAR”
THERE IS ALWAYS A WAY
CHAPTER 3: COMMUNICATE
COMMUNICATE CONTINUALLY
A SEA OF BUTTERFLIES
COMMUNICATION IS WHERE LEADERSHIP LIVES AND BREATHES
LOSE THE POWERPOINT
THINK IN SOUND BITES
PEOPLE WANT THE TRUTH
NO SHORTCUTS ALLOWED
DROP THE “I”
BRINGING OTHERS IN
SPEAK FROM YOUR “RIGHT BRAIN”
CELEBRATING EVERY STEP ALONG THE WAY
THE EXPONENTIAL MOTIVATORS
CHAPTER 4: LISTEN
LISTEN TO WHAT YOU DON'T WANT TO HEAR
HOW THINGS WILL GET DONE IN THE FUTURE
IT'S A MATTER OF TRUST
TAKE DOWN THE STOP SIGNS
URGENT VS. IMPORTANT
LISTENING OUTSIDE-IN AND INSIDE-OUT
LISTENING WITH EMOTIONAL INTELLIGENCE
THE SELF-REFLECTIVE LISTENER
WHAT MAKES LISTENING SO DIFFICULT?
THE LISTENING MINDSET
CHAPTER 5: LEARN
LEARN ALWAYS
THE #1 PREDICTOR OF SUCCESS
THE FIVE ASPECTS OF LEARNING AGILITY
AGILITY FOR WHAT'S NEXT
HELPING OTHERS TO LEARN—AND SUCCEED
LARRY: A CAUTIONARY TALE
LEARNING IS ACCEPTING THE IMPERFECT
IT'S NOT FAILURE, IT'S LEARNING
LEARNING PREVENTS THE “LEADER OF THE INEVITABLE”
CASH, BIOLOGY, PSYCHOLOGY
CHAPTER 6: LEAD
YOU’RE NOT THE ONLY ONE ON THE PLANK
ALL-IN, ALL THE TIME
IT'S TIME FOR BUBBLE UP—NOT TURTLE UP
EVERYTHING WILL BE OK
WHEN THE GOING GETS TOUGH…
THERE'S NO SUCH THING AS A GRAY DAY FOR THE LEADER
WHO INSPIRES YOU IN THE GRAY DAYS?
THE STEWARD OF THE MANY, NOT THE FEW
LEADERS NEVER SAY “DON'T MISS”
A LEGACY OF POTENTIAL AND OPPORTUNITY
ADJUSTING THE SAILS
YOUR LEADERSHIP U IN ACTION
END USER LICENSE AGREEMENT
Guide
Cover
Table of Contents
Begin Reading
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LEADERSHIP U
Accelerating Through the Crisis Curve
GARY BURNISON
CEO - Korn Ferry
Copyright © 2020 by Korn Ferry. 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, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, 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, (201) 748-6011, fax (201) 748-6008, or online at http://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 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 author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
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.
Library of Congress Cataloging-in-Publication Data is Available.
ISBN 9781119753322 (Hardcover)ISBN 9781119753353 (ePDF)ISBN 9781119753339 (ePub)
Cover design: Korn Ferry -- The LAB
INTRODUCTION
My wife, Leslie, and I were at the grocery store not long ago, standing in the checkout line behind an elderly woman with six cans of Progresso minestrone soup in her cart—and nothing else.
“I'm sorry,” the cashier said. “We have a limit. You can only get four.”
Overhearing the conversation, Leslie spoke up: “Don't worry, I'll buy the other two for her.”
Immediately, the man behind us said loudly, “Count me in for
four more!”
Leslie pointed to the woman's nearly empty shopping cart. “Are you sure that's all you need? We can help.”
As a group of us made our way to the paper goods aisle, another shopper was just taking the last packages of toilet paper.
“Could we have one of those?” Leslie asked.
“I'm sorry,” the shopper said. “I need this for my family.”
“It's not for us.” Leslie pointed to the elderly woman standing at the end of the aisle. “It's for her.”
Immediately, the shopper reached into her cart. “Of course. Take both—I have enough at home.”
During the COVID-19 pandemic, stories like this played out all over the world—shared interest defeating self-interest.
To foster shared interest, leaders need to create followership. After all, no leader wants to charge up the mountain, only to discover halfway up that no one is following. That requires an emotional connection on a very real and human level in every interaction—and especially in a crisis. To do that, leaders must commit to meeting others where they are. What matters most is not what the leader achieves, but how people are empowered to act.
As we were writing this book, my collaborators, Dan Gugler and Tricia Crisafulli, asked me, “Pretend that a leader is about to enter the arena. What advice would you give?”
Instinctively, I said, “It's not about you. But it starts with you.”
Welcome to Leadership U.
Unless you are a sculptor working alone in your studio, chipping marble or molding clay, you aren't a solo performer. Despite all the technological advancements of the past few decades, others stand on the shoulders of leaders to accomplish the goals of the organization.
Knowing how to inspire and motivate people requires emotional intelligence and interpersonal skills. All this and more go into being a leader—starting with you, but never about you.
IT'S NOT ABOUT YOU…
LEADING OTHERS WITH PURPOSE
Leadership is all about others—inspiring them to believe, and then enabling that belief to become reality. The way you do that is with purpose, which is best and most simply defined as why an organization exists.
Knowing the “why” is central to transforming self-interest to shared interest. Purpose must precede the first step.
When people understand the purpose, they want to become part of something bigger than themselves. With a strong sense of purpose, they are more likely to act in concert with the mission and objective of the organization. They'll row in the same direction to reach the destination. And that's exactly what you will need to accelerate through the crisis curve.
THE SHIFT FROM “ME” TO “WE”
Purpose also creates the shift from “me” to “we.” The reality is that thousands of employees will make hundreds of decisions every day. You will not be looking over their shoulders, nor could you. Rather, your job is to paint the “bright lines”—the left and right guardrails for making their decisions—and, most importantly, to anchor the organization in purpose. Then others must take it from there.
The endpoint is the organization's vision: what it will look like when the purpose is realized. Together, purpose and vision form the basis of leadership.
As the leader you must embody purpose. It is no less than the basis of everything you do. Others must see purpose in your words and actions.
With purpose as your guide, you can lead others forward: from “what we've been” to “what we will be.”
LEADERSHIP IN ACTION: THE SIX DEGREES
The leader sets the course toward change and possibility, emotionally and sometimes literally. Leadership is a journey, transporting people from one place to another, and inspiring them to believe in what they can achieve—that they can, indeed, reach a faraway destination.
To make that happen, in good times and in challenging ones, takes a framework: the Six Degrees of Leadership, which are the heart of this book.
ANTICIPATE
– predicting what lies ahead
NAVIGATE
– course correcting in real time
COMMUNICATE
– continually
LISTEN
– to what you don't want to hear
LEARN
– fail fast, learn faster
LEAD
– be all in, all the time
The Six Degrees of Leadership are the core curriculum of Leadership U—a name that has several meanings. The most obvious is U as shorthand for you—that now-familiar saying about leadership starting with “U” but not being about “U.”
The U also traces the path of recovery from a downturn or crisis. This speaks to the importance of the Six Degrees of Leadership as the skills you need the most during challenges, massive disruption, and rapid change.
And, there is U for “university” and its association with learning. The best leaders, no matter how experienced and accomplished, are lifelong learners.
In the following chapters, you'll learn about each of the six. Don't think of them as a plug-and-play framework that tells you what to do. Far more important, these Six Degrees guide you on what to think about.
Although these six are dealt with separately, they are intertwined and interconnected—like four wheels, an axle, and a steering wheel. Each is a separate part, but to get anywhere, you need all six in motion.
