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Do you want to learn from leaders in the trenches or leaders on the benches? Most leadership books are written after the fact. A leader achieves great success, then retires and looks back on their career, trying to piece together from memory what worked for them. While that’s useful, what if you could read a book from leaders in the trenches rather than leaders on the benches? Leaders who are currently going through their leadership journey, and sharing what is working for them right now. That’s what this book is. You’re going to get perspectives from six different leaders. The authors' combined backgrounds include Morgan Stanley, Deloitte, McKinsey, Bain, PwC, E&Y, Bank of Montreal, Yale, Ivey, Kellogg, GE Healthcare, Infosys, Capgemini, and Sonics (now Facebook). You will explore how to build a high-performing team, cultivate relationships with senior clients, and optimize the value your team can deliver for internal and external clients. You will discover powerful leadership tools, techniques, mindsets, and strategies, including how to: Say ‘no’ to important clients in a way that strengthens relationships. Page 228 Be memorable to senior leaders after one meeting. Page 209 Establish a solid reputation on a new project in the eyes of senior colleagues and clients, even if, at the start, they believe you are the weakest player. Page 216 Tweak your positioning to confuse your competitors and maximize sales without sacrificing customer satisfaction. Page 65 Develop a truly “3-dimensional” vision rather than tunnel vision so you can grow sales and further strengthen customer relationships by offering innovative products. Page 72 Develop the thinking processes and sources to help you generate new ideas and fresh perspectives to introduce innovative products and grow revenue under the radar. Page 71 Avoid these three biggest innovation killers that will reduce your sales. Page 102 Select the right business model for your career, and how you can increase your wealth by 15–20x within 5-10 years. Page 28 Build long-term, bulletproof, trusted advisor relationships with senior clients. Page 223 Discover proven questions to ask candidates to build a high-performing team of A-players. Page 122 Enable your team to move out of the panic zone to ensure effective learning and growth of the team’s capabilities. Page 130 Develop an effective instruction manual for your team that covers the rules for working with you to not only improve results but also reduce team members pressing your “red buttons.” Page 126 Make it clear from day one that you are in charge when leading a team where members have decades of experience and big egos. Page 166 Use pressure, confrontation, and a direct approach to push your team members to perform at their highest potential. Page 167 Not miss this one crucial element when transforming a team at the bottom into one that is on top. Page 168 Command courage to try something new despite the risks. Page 173 Get extraordinary results out of diverse teams. Page 196 Find a mentor who is the right fit for you, even if you've never had one before. Page 259 Establish an effective system where ideas are shared, easily accessed, improved upon, and then added back into the system to ensure a balance between supply of and demand for knowledge. Page 275 Ask eight uncomfortable questions that can change your career trajectory. Page 13 If you want to get at least one practical idea that can help you double your results as a leader, get your copy now. Note: Page numbers are for paperback and hardcover formats since Kindle pages change based on the size of the text and screen.
In times of constant change, adaptive leadership is critical. This Harvard Business Review collection brings together the seminal ideas on how to adapt and thrive in challenging environments, from leading thinkers on the topic—most notably Ronald A. Heifetz of the Harvard Kennedy School and Cambridge Leadership Associates. The Heifetz Collection includes two classic books: Leadership on the Line, by Ron Heifetz and Marty Linsky, and The Practice of Adaptive Leadership, by Heifetz, Linsky, and Alexander Grashow. Also included is the popular Harvard Business Review article, “Leadership in a (Permanent) Crisis,” written by all three authors. Available together for the first time, this collection includes full digital editions of each work. Adaptive leadership is a practical framework for dealing with today’s mix of urgency, high stakes, and uncertainty. It has been used by individuals, organizations, businesses, and governments worldwide. In a world of challenging environments, adaptive leadership serves as a guide to distinguishing the essential from the expendable, beginning the meaningful process of adaption, and changing the status quo. Ronald A. Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years. Alexander Grashow is a Senior Advisor to CLA, having previously held the position of CEO.
The economy uncertain, education in decline, cities under siege, crime and poverty spiraling upward, international relations roiling: we look to leaders for solutions, and when they don’t deliver, we simply add their failure to our list of woes. In doing do, we do them and ourselves a grave disservice. We are indeed facing an unprecedented crisis of leadership, Ronald Heifetz avows, but it stems as much from our demands and expectations as from any leader’s inability to meet them. His book gets at both of these problems, offering a practical approach to leadership for those who lead as well as those who look to them for answers. Fitting the theory and practice of leadership to our extraordinary times, the book promotes a new social contract, a revitalization of our civic life just when we most need it. Drawing on a dozen years of research among managers, officers, and politicians in the public realm and the private sector, among the nonprofits, and in teaching, Heifetz presents clear, concrete prescriptions for anyone who needs to take the lead in almost any situation, under almost any organizational conditions, no matter who is in charge, His strategy applies not only to people at the top but also to those who must lead without authority—activists as well as presidents, managers as well as workers on the front line.
We live in a challenging, complex, inter-connected and unpredictable world beset by a range of seemingly insoluble problems. But, says Michael Fullan—an internationally acclaimed authority on organizational change—we have an increasing understanding of how to tackle complex change. This involves developing a new kind of leader: one who recognizes what is needed to bring about deep and lasting changes in living systems at all levels. These leaders need a deep understanding of what motivates us as human beings and how we tap into and influence other people's self-motivation. In his previous best-selling books The Six Secrets of Change, Leading in a Culture of Change, and Turnaround Leadership, Michael Fullan examined the concepts and processes of change. In Change Leader he turns his focus to the core practices of leadership that are so vital for leading in today's complex world. He reveals seven core practices for today's leaders, all of which appear to be deceptively simple but actually get to the essence of what differentiates a powerful leader from one who is merely competent: Practice Drives Theory Be Resolute Motivate the Masses Collaborate to Compete Learn Confidently Know Your Impact Sustain Simplexity Throughout the book Fullan argues that powerful leaders have built bedrocks of credibility, have learned how to identify the few things that matter most, and know how to leverage their skills in ways that benefit their entire organization. The author shows leaders how to avoid policies and strategies that focus on shallow and short-term goals and develop leadership skills for long-term success. With a wealth of illustrative examples from business, education, nonprofit, and government sectors Change Leader provides a much-needed leadership guide for today's turbulent climate.
A hands-on, practical guide, "Practice of Adaptive Leadership" contains stories, tools, diagrams, cases, and worksheets to help managers develop their skills as leaders who are able to take people outside their comfort zones and address the toughest challenges.
The Involve & Engage Principles(TM) shared in this book builds on neuroscience around leadership and research in psychological ownership. It addresses the monumental transition we currently experience in the way humans work and provide a novel and more relevant framework for leadership with four significant domains: Understand Together, Plan Together, Validate Together and Reflect Together. TOGETHER is a practical, science-based guide enabling you to find solutions together -- with stories, examples, tips, and techniques for involving and engaging people, creating ownership, and most importantly, building environments where people thrive, do their best thinking, and get great things done. The book provides leadership strategy and tactics and will fit well into your toolbox for agile leadership and training."Ole and Jenni have written a book which is, at the same time, incredibly useful, thoughtful, and relevant to today's work."-- L. David Marquet, best-selling author of Turn the Ship Around! and Leadership is Language.
Positive leaders are able to dramatically expand their people's—and their own—capacity for excellence. And they accomplish this without enormous expenditures or huge heroic gestures. Here leading scholars—including Adam Grant, author of the bestselling Give and Take; positive organizational scholarship movement cofounders Kim Cameron and Robert Quinn; and thirteen more—describe how this is being done at companies such as Wells Fargo, Ford, Kelly Services, Burt's Bees, Connecticut's Griffin Hospital, the Michigan-based Zingerman's Community of Businesses, and many others. They show that, like the butterfly in Brazil whose flapping wings create a typhoon in Texas, you can create profound positive change in your organization through simple actions and attitude shifts.
Turquoise Eyes started off the groundbreaking new genre developed by FIRMSconsulting that combines compelling narrative while teaching problem solving and critical thinking skills. Set after a bank begins implementing a new retail banking strategy, we follow Teresa García Ramírez de Arroyo, a director general in the Mexican government, who has received some disturbing news. A whistleblower has emailed Teresa with troubling news about a mistake in the loan default calculations and reserve ratios. The numbers do not add up. The book loosely uses the logic and financial analyses in A Typical McKinsey Engagement, >270 videos: https://www.strategytraining.com/market-entry-strategy-program Our business books are different. Most people learn business because they are forced to, for their careers or to earn a larger salary. Most business books are, consequently, boring and dense. They have little incentive to be interesting because they have a captive market. Many avoid a business career because the books are presented as a hurdle to be overcome. We wondered what would happen if we made business books interesting, so people chose to read them? Would we draw more people into business? Would we generate more enthusiasm and excitement for business at a younger age? This book teaches advanced business concepts through a compelling storyline. This new genre of our books is written not only for people already interested in business but also for people who may not realize they have an interest or talent for business. Clients always request gift ideas for their children, spouses, friends, and families to get them interested in business and critical thinking. In part, this is our response to those requests. We want you to learn advanced critical thinking without realizing you are learning. We hope you will enjoy it, too. We believe the more people who find business interesting and choose to learn business, the better it is for everyone. Businesses will have a larger pool of employees from whom to select and more of the right people will be choosing the discipline to improve humanity versus simply to make more money. Imagine the advantage your children will have if they learned critical thinking in high school, or even before high school? Imagine if you had that advantage? Imagine if you had learned strategy alongside science and math in high school? The possibilities would be endless. It all starts with the right books. And it’s never too late to start. If learning is engaging, it will stop being a chore. RESERVE YOUR SPOT FOR FREE EPISODES FROM EX-MCK ET AL. PARTNERS AT FIRMSCONSULTING.COM/PROMO FREE EPISODE FROM THIS BOOKS COMPANION COURSE AT FIRMSCONSULTING.COM/SAAMC
Too many organizations today play follow the leader: the commander articulates a “vision” and people uncritically go along with it. But this type of leadership—what Dean Williams calls "counterfeit leadership"—generates an unhealthy dependence on an authority figure and relies on dominance, control, and group seduction to get things done. By hampering people's ability to anticipate and react to changing circumstances, it creates a self-limiting cycle. And if the leader's vision is flawed, the entire organization suffers. The true task of a leader, Williams argues, is to get people to face the reality of any situation themselves and develop strategies to deal with problems or take advantage of opportunities. Real leaders don't dictate; they help people face their challenges and make adjustments in their values, habits, practices, and priorities to ensure the enterprise is given its best chance to succeed. Williams details how to apply this new approach to the challenges every organization or community faces. Throughout, he demonstrates the practical application of real leadership in the real world through examples from his own experiences working with organizations as diverse as the government of Singapore, Aetna Life and Casualty, and the nomadic Penan tribe in Borneo, as well as historical examples and the insights gleaned from his many interviews with presidents, prime ministers, and business leaders. At a time when so many “visionary” leaders have led their organizations to disaster, Real Leadership offers a needed, proven alternative.