There's a disconnect in many organizations today. Management is often viewed as being synonymous with leadership, and while every manager would want to be seen as a leader, not everyone in management acts like they understand what leadership entails. But in Lead, Don't Manage, Mark Williams dives into the keys to cultivating successful and effective leadership at every level of an organization.From individual contributors to the C-Suite, Williams understands and explains the value of true leadership and how to establish it among a workforce. There are no mind tricks here, no newly revealed secrets. Grounded and accessible, Lead, Don't Manage provides a straightforward application of proven techniques that will help employees of all levels grasp the impact they can have on their organization and stretch to reach their potential.When you learn to lead from the top down, you'll build organizational success from the bottom up.
How do you lead an organization stuck between an ending and a new beginning—when the old way of doing things no longer works but a way forward is not yet clear? Beaumont calls such in-between times liminal seasons—threshold times when the continuity of tradition disintegrates and uncertainty about the future fuels doubt and chaos. In a liminal season it simply is not helpful to pretend we understand what needs to happen next. But leaders can still lead. How to Lead When You Don’t Know Where You’re Going is a practical book of hope for tired and weary leaders who risk defining this era of ministry in terms of failure or loss. It helps leaders stand firm in a disoriented state, learning from their mistakes and leading despite the confusion. Packed with rich stories and real-world examples, Beaumont guides the reader through practices that connect the soul of the leader with the soul of the institution.
Widely acknowledged as the world's foremost authority on leadership, the author provides a collection of his acclaimed "Harvard Business Review" articles.
Whether one wants to change personal habits, implement a new system, improve a business process, get team members to work together, increase a community's appreciation for diversity, or even to topple a monarchy, taking seven actions driven by seven disarmingly simple truths will individually and collectively help achieve the goal. Manage to Lead: Seven Truths to Help You Change the World is a workbook that top educators, consultants, and executives use to help their students, clients, and staffs become effective leaders of strategic change. Manage to Lead serves as the core content for a class in Organization Analysis, Strategy and Development (OAS). The workbook introduces a straightforward framework to describe and assess any organization. It also provides a structured approach to plan and implement next steps for an organization as it strives for long-term growth and performance. Those interested in curriculum content for high-end leadership development should consider placing Manage to Lead at the center of their program. Those who purchase the workbook are invited to contact the author to request related teaching artifacts including course syllabus, readings list, PDF of class slides, and minute-by-minute timing of 38-classroom hours.
Learn how to become a great manager in this Wall Street Journal bestseller from the leadership experts at FranklinCovey. The essential guide when you make the challenging yet rewarding leap to manager. Based on nearly a decade of research on what makes managers successful, Everyone Deserves a Great Manager includes field-tested tips, techniques, and the top advice from hundreds of thousands of managers all over the world. Organized by the four main roles every manager fills, this must-read guide focuses on how to lead yourself, people, teams, and change to success. No matter what your current problem or time constraint, pick up a helpful tip in ten minutes or glean an entire skillset by developing people skills and clarity through straightforward advice. Dive into common managerial tasks like one-on-ones, giving feedback, delegating, hiring, building team culture, and leading remote teams, with useful worksheets and a list of questions for your next interview. An approachable, engaging style using real-world stories, Everyone Deserves a Great Manager provides the blueprint for becoming the great manager every team deserves.
Move past the obstacles and implement your new strategy Move is your guide to mobilizing your whole organization to take your business forward. Whatever your needed transformation may be: a new initiative, a new market, a new product, your fresh strategy is up against a powerful foe: an organization's tendency to stay very busy and completely engaged what it's already doing. This book shows you how to cut through resistance and get your team engaged and proactively doing the new thing! Author Patty Azzarello draws on over twenty-five years of international business management experience to identify the chronic challenges that keep organizations from decisively executing strategy, and to give you a practical game plan for breaking through. Leaders tend to assume that stalls in execution are inevitable, unchanging parts of the workplace—but things can change. At the heart of every execution problem is the fact that there simply are not enough people doing what the business needs. This guide shows you how to get your entire organization on board—remove the fear, excuses, and hurdles—and uphold the new pursuit against distractions and dissent. No transformation can succeed without suitable engagement from the whole organization, but building engagement can be difficult, uncomfortable, and tentative. This book shows you how to get it done. Get your organization to embrace and personally commit to the new work Remove obstacles and passive aggressive attacks that block progress Defend new strategic initiatives against short term pressures to revert to "business as usual" Sustain momentum and the desire to move forward Make sure no one is ever asking, 'Are we still doing this?' Inertia isn't just a law of the universe, it's a law in the workplace that can be a major obstacle to making things happen. The great thing about inertia is that it cuts two ways: a body at rest remains at rest, but a body in motion remains in motion. People love to finish things. Move shows you how to make successful execution the new norm—starting today.
Expert Help for the Special Challenges of Managing Other Leaders Whether you were born a leader or have had leadership thrust upon you, you’re in for a whole new set of challenges when managing other leaders. Think of the qualities that have brought you to a leadership role: your vision, confidence, and charisma, or perhaps your experience, unique skills, expertise, or network of powerful allies. Now remind yourself that other leaders share some or all of these qualities with you. The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions. How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders. The seven tasks and the special challenges they entail in leading leaders are: 1. Direction How do you negotiate a vision for the organization that other leaders will buy into? 2. Integration How do you make stars a team? 3. Mediation How do you resolve conflicts over turf and power among other leaders so the organization can move forward? 4. Education How do you educate people who think they are already educated? 5. Motivation How do you move other leaders who already seem “to have everything” to do the right thing for the organization? 6. Representation How do you lead your organization’s outside constituents while still leading leaders inside? 7. Trust Creation How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on? Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.
A revolutionary and timely reconsideration of everything we know about power. Celebrated UC Berkeley psychologist Dr. Dacher Keltner argues that compassion and selflessness enable us to have the most influence over others and the result is power as a force for good in the world. Power is ubiquitous—but totally misunderstood. Turning conventional wisdom on its head, Dr. Dacher Keltner presents the very idea of power in a whole new light, demonstrating not just how it is a force for good in the world, but how—via compassion and selflessness—it is attainable for each and every one of us. It is taken for granted that power corrupts. This is reinforced culturally by everything from Machiavelli to contemporary politics. But how do we get power? And how does it change our behavior? So often, in spite of our best intentions, we lose our hard-won power. Enduring power comes from empathy and giving. Above all, power is given to us by other people. This is what we all too often forget, and it is the crux of the power paradox: by misunderstanding the behaviors that helped us to gain power in the first place we set ourselves up to fall from power. We abuse and lose our power, at work, in our family life, with our friends, because we've never understood it correctly—until now. Power isn't the capacity to act in cruel and uncaring ways; it is the ability to do good for others, expressed in daily life, and in and of itself a good thing. Dr. Keltner lays out exactly—in twenty original "Power Principles"—how to retain power; why power can be a demonstrably good thing; when we are likely to abuse power; and the terrible consequences of letting those around us languish in powerlessness.
Winner of the 2003 Financial Times Germany/getAbstract Business & Finance Book Award Leading Geeks challenges the conventional wisdom that leadership methods are universal and gives executives and managers the understanding they need to manage and lead the technologists on whom they have become so dependent. This much-needed book? written in nontechnical language by Paul Glen, a highly acclaimed management consultant? gives clear directions on how to effectively lead these brilliant yet notoriously resistant-to-being-managed knowledge workers. Glen not only provides proven management strategies but also background on why traditional approaches often don't work with geeks. Leading Geeks describes the beliefs and behavior of geeks, their group dynamics, and the unique nature of technical work. It also offers a unique twelve-part model that explains how knowledge workers deliver value to an organization.
A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. “We should be seeing managers as leaders.” Mintzberg writes, “and leadership as management practiced well.” This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context. But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it? This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.
