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Do you aspire for more than what society had intended for you? Do you want to be a better leader? Do you need a role model? We often read books about the principles of leadership, about leaders who don’t look like us or have not been through our life experiences. Most leadership books are written after the fact, when the subject has retired or has reached the pinnacle of their career. What if we could read a book about leadership in action to see the tools, techniques, mindsets and strategies leaders are using on their journey to the summit of their careers? Nine Leaders in Action does just that. We profile a range of leaders from around the world, who have already achieved great success, yet remain on the path to even greater heights. Nine people who overcame adversity to achieve notable successes and have far bigger goals in mind. Read how they do it. Role model their best practices. Don't give up and don't lower your ambitions. The world needs your leadership.
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.
The New Leader's 100-Day Action Plan, and the included downloadable forms, has proven itself to be a valuable resource for new leaders in any organization. This revision includes 40% new material and updates -- including new and updated downloadable forms -- with new chapters on: * A new chapter on POSITIONING yourself for a leadership role * A new chapter on what to do AFTER THE FIRST 100 DAYS * A new chapter on getting PROMOTED FROM WITHIN and what to do then
Leadership Lessons for enduring business and personal success from renowned motivational speaker, consultant, and CEO of Addison Leadership Group, John A. Addison. Addison, the former Co-CEO of Primerica (America's largest financial services company), shares an impactful bonus chapter to his best-selling flagship book. Real Leadership shares personal history with insights along the way from Addison, who is a masterful storyteller.
This is a guide to positive climate, positive relationships, positive communication, and positive meaning and how to apply each of them in work.
If you are a leader or aspire to leadership over others you must read "Leaders, Power & Consequences." It clearly exposes the influences a leader has with people who are close and important to the leader. The leader is the person who holds the true power, that is, “the buck stops with them.” It is not underlings who act on behalf of another who dictates their actions. They are not the true power, and no one is long deceived. Where do problems in relationships, trivial or significant, not exist? The answer to resolving the problem is likely found where the power is located. Who are the true leaders, what are their expectations and how well do they communicate with those they lead? And, how well and candidly do those significant to the leader communicate directly back to the leader? This is where trust, safety and respect play a huge role in how the relationship plays out and either grows, mutually, or is destructive, mutually. Most leaders tend to communicate badly, have unspoken or inflexible expectations towards those they lead and blame others for what is the leader’s failings. "Leaders, Power & Consequences" confronts this problem of leadership directly and clearly by using Sy Ogulnick’s personally experienced stories. He clearly describes the path leaders must take if they are to personally grow, to understand themselves better, and in the process to contribute to the growth of those they lead. When authentic communication takes place between those in power and those immediately at the effect of this power, trust, safety and respect are felt by each. This must be found in the environment or Genuine Dialogue between them is impossible and will not, even at the point of a gun, take place. And it is the leaders who are primarily responsible for the creation of the environment. Words do not make it so, but action (behavior of the leaders) does. The path laid out in "Leaders, Power & Consequences" leads to facilitating problem-solving, creativity, innovation and a sense of mutual ownership amongst people to the degree that most leaders can only dream of.
The world’s most trusted guide for leaders in transition Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success. In this updated and expanded version of the international bestseller The First 90 Days, Michael D. Watkins offers proven strategies for conquering the challenges of transitions—no matter where you are in your career. Watkins, a noted expert on leadership transitions and adviser to senior leaders in all types of organizations, also addresses today’s increasingly demanding professional landscape, where managers face not only more frequent transitions but also steeper expectations once they step into their new jobs. By walking you through every aspect of the transition scenario, Watkins identifies the most common pitfalls new leaders encounter and provides the tools and strategies you need to avoid them. You’ll learn how to secure critical early wins, an important first step in establishing yourself in your new role. Each chapter also includes checklists, practical tools, and self-assessments to help you assimilate key lessons and apply them to your own situation. Whether you’re starting a new job, being promoted from within, embarking on an overseas assignment, or being tapped as CEO, how you manage your transition will determine whether you succeed or fail. Use this book as your trusted guide.
Authors Tim Rahschulte, Ryan Halley, and Russ Martinelli have decades of experience in leading teams and conducting best practice research. They are combining their expertise and research findings to present an easily understandable guide to effective leadership. In My Best Advice, these authors, researchers, and educators present a series of rules designed to motivate and inspire you. These rules will lead to increased efficiency and innovation within both your professional and personal life. In their guide, they discuss how to motivate yourself with challenging questions about your values and actions, continue to learn and improve on a daily basis, foster a positive mind-set, believe in your abilities, find meaning in your work, see from others' perspectives, visualize and prepare for success, lead effective teams, learn from your mistakes, and leave a lasting legacy. My Best Advice is an interactive guide and workbook that you can customize with your own thoughts and reactions to the lessons included. The authors encourage you to take your time and reflect on each new concept. By working through the book at your own pace, you can internalize the lessons and realize the best ways to apply them to your own situation.
Having managed and lead various teams at various levels within the third sector over eight years, I have realised what it takes to lead teams, execute plans and strategies to achieve expected results. Without any form of doubt, a reasonable leader needs to develop a vision of the organisation's future, in which there is a need for the right skills and perfect knowledge in knowing how to implement and execute relevant strategies while hitting the nail on the head. However, it is important for leaders to communicate their vision to stakeholders, knowing the reason for it, and it’s relevance to the organisational current and future situation. Having the right skills –i.e., the required diet - allows leaders respond to stakeholders about questions regarding the parameters needed to execute the organisation’s vision once they’ve known the applicable principles, factors and strategies to make it a reality and a success. It is important to carry stakeholders along, especially investors, so as to be part of the visioning process – i.e., understanding the need for change which enable them visualize the big picture for change. However, having the right diet would empower a leader to stand for the best in which they believe in. Note that as a leader, you should learn how to build a vision with others on board by taking insights and imagination about a potential line of action, however, this provides the platform for leaders to take initiative. Visioning is a collaborative effort, which facilitates growth and prosperity by gaining others’ commitment and support in achieving it. However, having a vision is one thing and another to develop and formulate the right strategies to make it a reality and remain in line with agreed goals as to produce the expected result, it would be preferable for leaders to consider the situation, factors and parameters surrounding an issue to be dealt with a clearly insight of what might be the possible outcome of any decision before making them. A point of advice for leaders when making decision, mostly in the aspect of executing strategies is that the successful execution pattern for Mr A can be the failure track for Mr B, that’s why leaders should clearly examine the situation regarding an issue indepthly before making decisions. "Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world." - Joel Arthur Baker.
In this series of lectures, previously unpublished in English, andhere translated from a French reconstruction and interpretation bynoted scholar Thierry Weil, leading organizational scholar JamesMarch uses great works of literature to explore the problems ofleadership. Uses great works of literature to explore the problems ofleadership, for example War and Peace, Othello, and DonQuixote. Presents moral dilemmas related to leadership, for example thebalance between private life and public duties, and between theexpression and the control of sexuality. Encourages readers to explore ideas that are sometimessubversive and unpalatable but may allow organizations to adapt ina rapidly changing world.