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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Practical advice and tools to help leaders at all levels elevate their skills What can truly set an organization apart? There is only one asset that offers guaranteed differentiation: leadership. Leadership is a deliberate act that requires effort but yields enormous payback. According to the renowned professor Shalom Saar and co-author Michael J. Hargrove, both internationally recognized leadership development consultants, executive coaches and speakers, leadership can be learned and improved through the nine critical competencies explored in this book. Filled with sage advice and engaging examples, as well as multiple mini-assessments, this book presents a programmatic approach to engage and grow leaders at every level and in any type of organization. * Outlines the nine core competencies that define exceptional leadership * Uses a proven approach to enhance leadership skills that can be applied to any organizational setting * Offers a wide array of practical tools for aspiring and experienced leaders * Written by Shalom Saar and Michael Hargrove, the cofounders of the Center for Leadership Development, (Saar is also a leading professor at MIT and previously Harvard, as well as other top schools globally) Leading with Conviction offers a wealth of advice to help leaders establish a compelling vision, motivate their workforce, manage change and conflict, and create benchmarks that lead to sustainable success.
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Seitenzahl: 292
Veröffentlichungsjahr: 2013
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Table of Contents
Epigraph
Books in the Warren Bennis Signature Series
Title page
Copyright page
Dedication
A Note from Warren Bennis
Acknowledgments
Introduction
Leading Is Not Only for the Elite
Leading Is a Solitary Pursuit
Leading Requires Courage
Leading Requires a Certain Leap of Faith
Leading Must Be Conscious and Purposeful
Leadership: The Only Sustainable Competitive Advantage
The Nine Leadership Pillars
1 The Pillar of Self
The Case for Self-Awareness
The Three Fundamental Elements of Self-Knowledge
Strategies for Deepening Self-Knowledge
2 The Pillar of Balance
The Need for Balance
The Leadership Seesaw
The Balancing Act: Technical and People Skills
Work and Personal Life
A Last Word on Balance
3 The Pillar of Agility
A Full Set of Tools
Lessons in Agility
4 The Pillar of Change
The Stages of Change
Leading People Through the Change Curve
The Challenge of Changing Many Minds
Success Maxims for Organizational Change
5 The Pillar of Conflict
Conflict Is a Growth Industry
Sources of Conflict
Approaches to Conflict
Between Islands, Build Bridges: A Framework for Effective Conflict Resolution
The Upside of Conflict
6 The Pillar of Creativity
Fostering Creativity
Embracing Differences in Thinking: From Theory to Practice
Integrating Creative Insight with Data and Analysis
7 The Pillar of Coaching
Challenges Inherent in Coaching
Preparing to Coach
A Framework for the Coaching Conversation
The Importance of Listening
The Coaching Metaphor: A Reality Check
8 The Pillar of Collaboration
Three Reasons for Teams
Team Functions and Dysfunctions
Five Fundamentals of Teams
9 The Pillar of Results
Define Vision and Values
Focusing on Results: Follow a Roadmap
Personal Commitment: Remain Dedicated
Putting It All Together: Adidas North America
Leading for Results
10 The Journey Continues
About the Authors
Index
This collection of books is devoted exclusively to new and exemplary contributions to management thought and practice. The books in this series are addressed to thoughtful leaders, executives, and managers of all organizations who are struggling with and committed to responsible change. My hope and goal is to spark new intellectual capital by sharing ideas positioned at an angle to conventional thought—in short, to publish books that disturb the present in the service of a better future.
Books in the Warren Bennis Signature Series
Cover image: Thinkstock (RF)
Cover design: Adrian Morgan
Copyright © 2013 by John Wiley & Sons, Inc. All rights reserved.
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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.
The examples and stories in this book are based on the authors’ work coaching and consulting within companies around the world. At the request of subjects and/or to protect the identities of individuals, names have been altered.
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ISBN 978-1-118-44426-9 (cloth); ISBN 978-1-118-45910-2 (ebk); ISBN 978-1-118-45912-6 (ebk); ISBN 978-1-118-45913-3 (ebk)
In memory of my parents, Rabbi Chai and Aliza Saada, who led a tribe with love and conviction.
—SSS
Dedicated to my parents, Lt. Col. James and Vivian Hargrove, who taught the lessons of leadership through word and deed.
—MJH
A Note from Warren Bennis
A leader has many jobs. Among them is to define reality for the rest of us, set the agenda, and get the right things done by engaging other people. It can be overwhelming. It takes years of practice, reflection, and intention, at the very least. Where does one start?
In Leading with Conviction: Mastering the Nine Critical Pillars of Integrated Leadership, Shalom Saada Saar starts at the place every leader must start: the self. Knowing oneself, really knowing one’s own weaknesses and strengths, is a strength that is recognized widely now—however, Saar’s take on this also tackles the issue of mind-set—how truly knowing oneself is the necessary first step to self-transformation. He moves on from there to describe eight other core aspects leaders must master, and this notion of the importance of mind-set stays constant.
If you are trying to become a better leader, in this book you will find a tested and inspired approach to guide you through the work that leadership requires. There are no shortcuts in this “business” of leading—however, there is wisdom and experience that can make the process that much more effective. You will find it here.
Warren Bennis
Acknowledgments
Writing a serious book about leadership is no small feat. For the last three decades we have traveled the world, meeting scores of executives in large public companies, emerging start-up organizations, and governmental agencies. In our work, we have escorted leaders on their journey—helping them to master the difficult balance between the technical tasks and the relationship aspects of leading. We have advised them to dig deeply into their character in order to understand what makes them who they truly are, and to identify the leadership legacy they aspire to leave behind.
As we pored over the data we had accumulated, we began to see the patterns that underlie good and bad leadership. More specifically, we found that certain traits influenced outcomes for individuals and organizations in critical ways. The purpose of this book is to share what we have learned about the fundamental “pillars” of leadership. Our goal is to help readers examine their beliefs and behaviors and develop the skills needed to effectively lead today’s organizations with integrity and conviction.
Our deepest gratitude goes out to the many executives who invited us into their organizations and candidly shared their feelings about their fears and hopes, as well as their experiences and actions. We are indebted to them and their teams.
No book can be written without help from dedicated individuals who share the dream and devote the time and energy to transform an idea into reality. In particular, we are thankful to our talented editor, Jacqueline Murphy, who spent hours working with us and encouraging us to think succinctly and express our ideas in a simple and convincing manner. We are also indebted to Jerry Rhodes, David Workman, Charlotte Britto, Laura Bynoe, Janet Lombardo, and Lisa Wenger, who have generously provided insight and constant support throughout the process.
We are forever grateful to Warren Bennis, who has forged a path for contemporary leadership studies and served as a role model as well as a source of inspiration. We would also like to recognize Robert H. Miles and Richard Hamermesh for showing us the power of the case study method as an effective and lasting learning tool. Special thanks, also, to David Gergen and Betsy Myers, who first opened the gates at the Kennedy School of Government at Harvard University for us to explore the connection between self-knowledge and leadership.
Special thanks, as well, to Chris Caplice and Pat Hale of MIT for their support and encouragement as we wrote this book, and to the faculty and staff at Cheung Kong Graduate School of Business in Beijing and MIT.
We are particularly grateful to our research assistant, Neelima Mahajan, who sifted through a vast number of articles. She challenged our thinking with her extraordinary editorial talent.
Finally, we would like to thank our families and friends for all of the support they provided during our lengthy trips to all corners of the earth. Their devotion and encouragement were paramount in bringing this book to light. In many ways, they exercised the true meaning of leading with conviction.
Introduction
Seeing much, suffering much, and studying much, are the three pillars of learning.
—Benjamin Disraeli
Life as a leader is never easy. It is filled with obstacles, disappointments, and failures. It is also filled with victories, both large and small. Nonetheless, it is the disappointments as well as the successes that keep us coming back to try again. This, in fact, is the secret to leadership—having the conviction to return and try again. Each time we enhance our learning with more experience, better perspectives, greater effectiveness, and a thicker skin.
Having the conviction to lead is a common denominator that stretches across cultures and human history. It stems from the recognition that important events are affected by our actions. It is rooted in our acknowledgment that we have the power to shape and mold outcomes. Therein lies the purpose of this book—to get to the roots of effective leadership and offer some perspective, direction, and humble guidance on how to transform our lives and, in the process of that transformation, to improve the quality of organizations, communities, and families. It is about leading with conviction.
Leading thinkers and teachers such as Howard Gardner, Warren Bennis, Ronald Heifetz, Linda Hill, Bill George, and Daniel Goleman have contributed to the impressive body of thought leadership in this area. Their books, speeches, and classes offer compelling ideas and theories to guide leaders to become better. They stress the importance of becoming emotionally intelligent and adaptable. They point out that today’s complex world requires nuanced responses and the capacity to live with ambiguity while cultivating a bias toward action. Most important, they remind us that leaders are above all human, and that conviction and self-awareness are the building blocks of effective, lasting leadership.
Our work starts where these thinkers leave off. It offers the practical and tactical tools to help you act with conviction and strengthen your capacity to lead a healthier organization. It is diagnostic and prescriptive—identifying nine pillars for lifelong learning and presenting focused strategies for developing them.
The leadership philosophy and principles that form the basis of this book are derived from years of experience working closely with executives and managers. We have conducted hundreds of coaching sessions, administered scores of 360° feedback assessments, interviewed teams, and examined various models of leadership. By no means do we claim this work to be entirely scientific, but certainly it serves as a longitudinal study representing more than three decades of working closely with multinational corporations, small startups, government agencies, and not-for-profit organizations. Through this work, we have identified several universal principles that cross time, geography, and cultural boundaries.
The leadership pillars highlighted in this book can be built, they can be taught, and they can be learned. If you choose to take on the leadership challenge, these skills are not optional. They must be deliberately and continuously practiced. Adapting to become a better leader is an endeavor with many false starts. Leadership seminars, for example, often have limited effectiveness. Although they are incisive in the moment, they are questionable in terms of having a lasting impact. You may find that you are momentarily inspired, only to become distracted again by the pressures and issues of the day—and soon you are back within your old comfort zone. There is no transformation. The change does not stick, because you haven’t truly committed to the idea of change. And making a real commitment to change requires confidence in oneself—a prerequisite to leading with conviction. Leading with conviction is about an authentic passion driven by a belief and a desire to make things better.
Before we proceed with our premise—that developing nine fundamental pillars is the key to leading with conviction—let us offer a few postulates that define the parameters of this book.
Leading Is Not Only for the Elite
First, our work focuses on leadership with a small “l.” By this we mean that leadership is the domain of every single person. It is not a gift bestowed on only an elite few. Leadership knows no cultural, gender, or racial boundaries, and it is unrelated to any level of formal education and economic status. There are many formally educated people who find it difficult to lead themselves, let alone others. Similarly, the landscape is filled with financially privileged people who have failed at the leadership challenge.
Leadership is everywhere. It can be the supervisor who commits herself to improve the way team members work; the community organizer who wants individuals to be more aware of available health services; the pastor who desires to improve attendance of parishioners; the CEO who is fed up with the lack of customer service and commits to transforming the organization into a customer-friendly environment; the newly elected government official with hopes of meeting the expectations of his or her constituents; or parents who are committed to instilling the appropriate values in their children.
This is not a book about great leaders who appear on the world stage and single-handedly change the course of history. Although you can learn a great deal from their experience and emulate some of their qualities, it is a formidable task to become like Nelson Mandela, who transformed his country into the Rainbow Nation; or Franklin Delano Roosevelt, who lifted a nation from its knees and restored its pride and industriousness in a time of world war and economic crisis; or Kenyan activist Wangari Maathai, who in a courageous and unique way raised the self-esteem of many downtrodden women; or the former Chinese Vice-Premier Deng Xiaoping, who, despite strong opposition, demonstrated China’s strengths as an emerging nation. This is a book about everyday people finding themselves in situations where they must change the way they are running their organizations, communities, or families. This approach compels us to simplify, without trivializing, the burden and responsibility embedded in the desire to lead with conviction.
The question of whether leaders are born or made is academic. All of us, without exception, have experienced the challenges of leading others; for example, struggling to have our voice heard, gaining the respect and acceptance of our peers, negotiating with our parents for the things we want, competing with our siblings, running for an elected position in the community, searching for the right occupation, working hard to be successful, and caring for children or parents. All of these things are reminders that life offers us opportunities. As we seize them, we are actually leading, as well as gaining deeper and intrinsic satisfaction, which often results in a stronger and more meaningful sense of self.
Leading Is a Solitary Pursuit
Second, we need to be careful with role models. Most of us look up to some individuals whom we admire and desire to emulate. Yet the landscape is littered with leaders who have disappointed us. Like Bill Clinton, a man who could enter the history books as one of the greatest U.S. presidents ever, until he disappointed us with his conduct in his affair with Monica Lewinsky and its aftermath. Or Tiger Woods, who inspired a generation of young people who admired his sense of discipline and his accomplishments—until his fall from grace. And even the charismatic Carly Fiorina, former CEO of Hewlett-Packard, who served as a role model for many rising female leaders until late in her career at HP, when many came to believe that there was more form than substance to Fiorina’s leadership accomplishments. The reality is that most role models fall short of our hopes and expectations. Frankly, they are human beings and, as such, they are fallible.
Leading with conviction is in many ways a solitary pursuit. That does not mean that you cannot learn from others, but at the end of the day your motivation has to come from your own vision and aspirations. Leadership is not a position or a role. It is an activity that slowly and gradually transforms you—and others—into something better. It takes you to a place you never thought you could reach even in your wildest dreams. The act of leading with conviction is driven by an internal desire to change lives. Furthermore, it is about expressing your own voice, realizing your vision, and conquering your fears. However, if you rely on role models, you risk losing touch with these intrinsic personal elements that give you the potential to be a leader unlike any other.
Leading Requires Courage
Third, the process of transformation is never as smooth as we would like. We all live in a society that craves instant gratification: lose weight in two weeks, smooth wrinkles in three days, have a perfect smile in three visits to the dentist, find a life partner with the click of a mouse. The process of transformation is lengthy, arduous, and, at times, painful—but it is necessary. In many ways, it is like a butterfly struggling to emerge from its cocoon. Any attempt to help the butterfly free itself can damage its wings and lead to its untimely death. We each must go through our own transformative process at our own pace, exercising our will in order to strengthen our abilities, dealing with our fears, and having the courage to break through our mental barriers.
The most intriguing aspect of the journey is the inevitability of risks and failures. Yet in the face of deep disappointment you will evolve as a leader. This is the essence of leading with conviction. In his book The Managerial Mystique, Abraham Zaleznik discusses the concept of a “twice-born leader.”1 It is driven by the notion that the most successful leaders are those who have met a crisis unsuccessfully. And what distinguishes them from others is their willingness to summon the courage to determine where they went wrong. Instead of blaming others, they look into the mirror and begin to understand the root causes of their own failures. Then, like the phoenix, they rise from the ashes. When the second opportunity comes, they are more seasoned, less ego-oriented and more focused on realizing their vision through the work of others. Thus they become true leaders.
Leading Requires a Certain Leap of Faith
Fourth, leading with conviction is, at its essence, the motivation to close gaps: to bridge the difference between the desired and the actual. The gap can be organizational, professional, or personal. Within organizations, leaders address performance and financial gaps. They mobilize resources and people in order to reach certain agreed-upon objectives. On a professional level, the gap may be between what an individual wants and what he or she has actually achieved. On a personal level, individuals might be interested in exploring the root causes of such gaps as dissatisfaction and restlessness. It takes considerable reflection to conclude “I am not satisfied at present, and I must change direction in order to bridge the gap in my life that is causing unhappiness.” Although you can be helped and supported by others, you must find the courage to confront these personal gaps on your own. This is why most of us are reluctant to commit to change. Instead, we settle into comfortable, yet largely unfulfilling, routines. If leading with conviction is about transforming an organization or oneself, then each of us must find our own path to make that happen.
Yet there is no cookbook or instruction manual to follow. Instead, you must be committed to truly knowing yourself before you set out on your journey. There are some issues that you need to address as you become self-aware. The most primary is the fear factor. Confronted by change, each of us is more inclined to see the losses rather than the benefits. Such perceived losses are often the result of our defense mechanisms for dealing with ambiguity. Change means that you need to let go of the things that are familiar. Change requires new behaviors that you may not yet possess. More troubling, change seems to send a message that what you tried to do in the past was either wrong or worthless. Thus leading with conviction requires letting go of the rope while trusting that the next is within reach.
Leading Must Be Conscious and Purposeful
Finally, in order to lead with conviction you cannot act randomly. We coach executives every day who are living under the microscope. From the moment they enter the workplace, all eyes are on them, examining and interpreting their demeanor. Do they greet others openly or ignore them? Do they appear approachable or distant? Do they seem upbeat or sullen? Every move sends a signal that quickly ripples out to the wider organization. People read these cues, and, based on their perception, either decide to go the extra mile—or become anxious and annoyed. For better or worse, every wrong move sends vibes to the people we lead. Thus, when we act randomly, our actions have unintended and often negative consequences. This is also true in a family setting, where the behavior of one of the spouses can trigger a chain of positive or negative behavior. For instance, often parents are not thoughtful about the behaviors they exhibit in front of their children. They may demand that their kids be respectful yet their own actions convey disrespect—a case of “Do as I say and not as I do.” This is also the case for a leader who invites feedback but lets emotions guide his response to the feedback. Once you decide to embrace the leadership journey, you must be cognizant of the way you behave. Thus leading with conviction is a thoughtful and carefully crafted act of becoming.
Before we proceed to examine the leadership pillars that are the core of this book, let’s take a moment to explore why this book will help you succeed personally and professionally.
Leadership: The Only Sustainable Competitive Advantage
The work we have done and observations we have made point to several compelling reasons why allocating the time and resources required to prepare leaders to succeed is imperative. In fact, we believe that leadership is the only sustainable competitive advantage left. With products so easily commoditized and innovations promptly copied, leading with conviction is one of the very few true differentiators. The following are a few of the ways that cultivating the nine pillars presented in this book will provide an advantage and ballast for individuals and organizations.
Keeping up with the pace of change. Every generation believes they are living in a time of titanic transformation and progress, and we are no exception.2 The challenges of our time have created new risks and potential rewards. But greater challenges require new skills. Research from the Center for Creative Leadership shows that the greater the stress an organization is facing, the more important a leader’s “soft” skills become.3 Based on a survey, researchers identified the skills—including motivation, communication, and vision—that bridge the gap when companies need to accomplish more with less. They found that “Among other things, leaders need to manage the dynamic tension between a sense of urgency and realistic patience, and between optimism and realism and openness.”4 Leading with conviction can mean the difference between a workforce that is empowered and motivated by change and one that is distracted and paralyzed by uncertainty.Winning the war for talent. The more reliant we become on technology to manage mundane tasks, the more important it becomes to have leaders with strong pillars, committed to steering the business. People are at the center of any enterprise. And financial success alone is not enough to attract top global talent. Managing people in “generation flux”—the phrase coined by Fast Company to describe today’s age, in which successful individuals are adaptable and can navigate uncertainty—requires a commitment to leadership development. People today see jobs as opportunities for learning and personal growth. The skills and behaviors of leaders are being tested as never before—and, given the age of instant information, the leadership scorecard is becoming ever more transparent.5Filling the leadership void. Most would agree that today the typical business school curriculum is still weighted heavily on functional skills like marketing, finance, and technology. Henry Mintzberg has been making this argument for some time now, saying: “B-schools, which concentrate on the business functions, do not teach management. People learn management by focusing on their own experience and learning from their own experience.”6 Clearly, business schools, including many where we have taught over the years, have fallen short in developing the full range of skills needed to effectively lead. It’s clear that supporting the needs of future leaders goes beyond finance and marketing to encompass a broader set of skills and competencies. To lead with conviction, you must be able to coach as well as you direct, listen as well as you speak, and read people as well as you can read a spreadsheet. That requires a complete range of fundamental skills, or pillars, as we will describe them throughout this book.The Nine Leadership Pillars
The leadership pillars introduced in this book are derived from our work with a wide array of people from all walks of life: from managers working to improve their teams, to heads of families committed to providing their children with a promising future, to chief executive officers facilitating organizational transformation, to entrepreneurs aspiring to propel their ideas. Their stories, their drama, their aspirations have become the compelling motivation that has fueled our desire to create a framework of fundamentals and tools that offer leaders a practical approach to the challenges they face each day.
Each pillar—nine fundamental ideas in all—will offer advice and tools that guide you to build leadership competencies, address weaknesses, and improve your ability to lead with conviction. We use the pillars as a metaphor of support. No structure can be erected without a strong foundation, held up by an integrated series of pillars. This is the case from the ancient Greek Acropolis, to the Roman Pantheon, to modern architecture. These pillars, and the tools to build them, are the product of years of fieldwork and direct experience inside organizations large and small. They also stem from popular courses we have developed and taught at Harvard, MIT, Cheung Kong Graduate School of Business, and other leading schools in Europe. Because everyone does not have access to such courses, in this book we offer these pillars as a way to assist you in launching your journey to becoming a better leader. The pillars apply to individuals who strive to strengthen their ability to lead, as well as to organizations that endeavor to improve their chances of success by encouraging leaders at every level to become better.
Although each pillar may stand alone, their function is twofold: first, they support the overall structure; second, and more important, their support is integrated with the rest of the pillars. The integration of the pillars is the structure’s source of strength and what allows it to stand the test of time. Most books on leadership focus on one or two pillars; these nine pillars together provide a more robust foundation for effective leadership.
In our view, self-knowledge serves as the central pillar; therefore all other pillars radiate from it. Throughout the ages, scholars, philosophers, and students of leadership have recognized the importance of developing the inner strength that comes from self-knowledge. The remaining pillars provide the needed structure for true and compelling leadership. When these pillars are integrated, their collective strength results in extraordinary outcomes, transforming people and organizations.
*****
The book is organized into ten chapters.
ChapterOne is about building a pillar of self-awareness. Many of us find it difficult, if not impossible, to explore the roots of our own behaviors, the sources of our discontent, and the impact we have on others. Yet the path to self-discovery is crucial to anyone who aspires to lead with conviction. This pillar will enable you to get to know your own strengths and weaknesses, while increasing your aptitude in the core competencies of leadership.
ChapterTwo focuses on building a pillar of balance to help you manage the conflict between tasks and people, as well as address both technical and adaptive challenges. It offers a model for learning how to maintain equilibrium between hard and soft skills, stability and change, logic and emotions, and work and personal needs.
ChapterThree describes the pillar of agility. It is about preparing you to inspire others and motivate them toward actions that result in extraordinary performance. The power of being able to work through others is more than a cliché. People truly are by far an organization’s most valuable asset. This chapter will help you diagnose the needs in a situation, manage relationships, and prescribe the appropriate intervention.
ChapterFour examines building a pillar for leading change. Because change is the only consistent variable in life, you must learn how to anticipate it, embrace it, and successfully lead it. This is the essential role of leadership. Leading with conviction requires you to understand the dynamics of change, its impact on people, and the strategies needed to see it through.
ChapterFive focuses on the pillar for resolving conflicts. In a fast-paced world, conflicts are everywhere. When they are ignored they tend to multiply and intensify. Therefore you must understand the root causes of conflict and be skillful in addressing them. This chapter offers a roadmap for constructively resolving organizational and interpersonal conflicts.
ChapterSix addresses building a pillar of creativity. It examines your ability to synthesize analytical, empirical, and intuitive knowledge to achieve an objective. The stories and resources in this chapter are designed to help you develop an agile mind capable of avoiding complacency and embracing innovation and creativity.
ChapterSeven focuses on building a coaching pillar. It explores the dynamics of coaching and places trust at the center of the coaching process. It also presents a model that enables you to establish an honest dialogue at every level and to forge better relationships that result in greater outcomes both professionally and personally.
ChapterEight introduces the collaboration pillar. Leading with conviction requires partners. In today’s environment, no leader can realize his or her vision without the support and commitment from others. This chapter provides ideas and frameworks for forging a meaningful partnership with all stakeholders.
ChapterNine describes the pillar that is geared toward achieving results. The ultimate goal of leadership is to reach positive outcomes. This chapter equips you with a step-by-step approach to transforming your vision into reality and to monitoring the journey to avoid unnecessary detours on the way to your desired target.
ChapterTen, an epilogue, will help you sustain the leadership journey. Very often our resolve to lead with conviction—in business, as parents, and even just as humans—gets lost in the melee of life. Force of habit pulls us back to our old ways, and unanticipated events distract us from our journey. This chapter addresses these forces and introduces a means to overcome them.
*****
Strong and compelling leadership is the fuel that powers the organizational engine. People come to work to make a living. They also come with hopes and dreams of creating a meaningful and successful life. Leadership, then, is a profound responsibility. This explains why, when leadership is demonstrated at all levels, it creates an environment in which people are empowered to express themselves. Consequently, they feel free to unwrap the gifts of their talent to produce extraordinary results—and the latent power of leadership is unleashed when it is propelled by true conviction.
Building the pillars we describe in this book will help you develop your confidence and conviction. Lasting foundations for leadership are not built in an instant, and the most frequent cause of leadership failure is the refusal to commit. This refusal stems from our failure to see who we really are and our reluctance to hold up the mirror and take a hard look at our true selves. Therefore to lead with conviction is to know ourselves, and knowing ourselves is a fundamental obligation. In taking that obligation seriously, we open the gates to a meaningful and lasting leadership journey. This is the focus of the first chapter: the pillar of self-awareness.
Notes
1.Abraham Zaleznik, The Managerial Mystique: Restoring Leadership in Business (New York: Harper & Row, 1989), 116.
2.James Canton, The Extreme Future (New York: Dutton, 2006), 3–22.
3.Kerry Bunker and Michael Wakefield, “In Search of Authenticity—Now More Than Ever, Soft Skills Are Needed,” Leadership in Action 24, no. 1 (March-April 2004): 16.
4.Ibid.
5.Robert Safian, “This Is Generation Flux: Meet the Pioneers of the New (and Chaotic) Frontier of Business,” FastCompany.com, January 9, 2012.
6.Neelima Mahajan and Indrajit Gupta, “Mintzberg Unplugged,” Businessworld, September 27, 2004.
