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Welcome to the inner lives of leaders. Current leadership literature is more apt to feature practices than practitioners--what leaders do rather than who leaders are. Much of today's leadership literature seems to assume leaders burst forth ready to lead with little introspection or no struggle. We know better. Our best leaders are anchored in clear values and considered beliefs. They have grown down. And, our best leaders have cultivated their own maturity. They have grown up and are comfortable in their skins. Growing down, growing up: In the pages ahead we trace and weave together these two master threads.
The stories in this book tell of a method of leadership and working with others that is based on ways of being. These ways of being have proven so rewarding that, for groups that have engaged in them, they have become a way of life. In this book are insights into these ways--or patterns--of engaging each other that make people want to fully show up and to remain faithfully involved. Hearts full of love and laughter are more likely to stay with the work so that it can gain momentum and community change can be realized.
Are you the type of leader people want to follow? You can be—but first, you've got to understand what sets great leaders apart from all the rest. Certainly, leaders need people skills, execution skills, a deep knowledge of industry trends, the ability to articulate a vision, and more—they must be competent—but that's just the tip of the iceberg. What's below the waterline? What's deep inside the best leaders that makes them different? Mark Miller contends it is their leadership character. In his latest enlightening and entertaining business fable, he describes the five unique character traits exhibited by exceptional leaders and how to cultivate them. The Heart of Leadership begins with young and ambitious Blake Brown being passed over for a desperately wanted promotion, despite an outstanding individual performance. Confused and frustrated, he turns to his former mentor, Debbie Brewster. Rather than attempting to solve Blake's problem for him, she sends him on a quest to meet with five of his late father's colleagues, each of whom holds a piece of the puzzle he's trying to solve. As Blake puts the pieces together, he discovers that in the final analysis, a lack of skills isn't what holds most leaders back; skills are too easy to learn. Without demonstrated leadership character, however, a skill set will never be enough. Most often, when leaders fail to reach their full potential, it is an issue of the heart. This is Blake's ultimate revelation. This book shows us that leadership needn't be the purview of the few—it is within reach for millions around the world. The Heart of Leadership is a road map for every person who desires to make a difference in the lives of others and become a leader people want to follow.
The authors of Great Leaders Grow use a fable to lay out what is the secret to great leadership in this internationally bestselling guide. It’s a question that everyone in a position of authority—whether in a multinational corporation or a local volunteer group—wonders sooner or later. Here Ken Blanchard, whose books on leadership have sold over twenty million copies, and Mark Miller, who worked his way up from line worker to vice president of Chick-Fil-A, one of the largest fast-food restaurant chains in the country, uncover the secret that great leaders already know and detail what you need to do to truly inspire and motivate others. The authors get at the heart of what makes a leader successful using a classic business fable. Newly promoted but struggling young executive Debbie Brewster asks her mentor, “What is the secret of great leaders?” His reply—“great leaders serve”—flummoxes her, but over time he reveals the five fundamental ways that leaders succeed through service. Along the way, Debbie learns: • Why great leaders seem preoccupied with the future • How people on the team ultimately determine your success or failure • What three arenas require continuous improvement • Why true success in leadership has two essential components • How to knowingly strengthen—or unwittingly destroy—leadership credibility This new edition includes a leadership self-assessment so readers can measure to what extent they lead by serving and where they can improve. The authors have also added answers to the most frequently asked questions about how to apply the SERVE model in the real world. As practical as it is uplifting, The Secret shares Blanchard and Miller’s wisdom about leadership in a form that anyone can easily understand and implement. “You don’t have to be older to be a great leader. The Secret shows how to lay the foundation for powerful servant leadership early in your career to maximize your impact.” —Claire Diaz-Ortiz, Head of Corporate Innovation and Philanthropy at Twitter, Inc. and author of Twitter for Good and Hope Runs “When you learn The Secret, don't keep it to yourself. Share it and use it with your people. It will make a difference in their lives and their performance.” —Donald G. Soderquist, former Vice Chairman, Wal-Mart, and founder of the Soderquist Center for Leadership and Ethics, John Brown University “If you know The Secret, both relationships and results will prosper. It's a perfect move in your life from success to significance.” —Bob Buford, author of Halftime
What do the best leaders have in common? As president of MAP, John Manning should know. MAP has helped tens of thousands of top executives accelerate their leadership and management performance. Manning says the answer is one word: discipline. But for Manning, discipline has a very specific meaning. All leaders have scores of things they could do. But a disciplined leader is one who identifies and focuses on the Vital Few: the 20 percent of activities that will drive 80 percent of the results. And the results that are most important are those tied to the organization's most precious asset: its people. The Disciplined Leader offers fifty-two succinct lessons to help you home in on your own Vital Few in three critical areas: leading yourself, leading your team, and leading your organization. Each lesson comes with recommended tactics and practical “Take Action!” tips for implementing it, so there are literally hundreds of pieces of must-know, time-tested advice here. The chapters are self-contained, so you can read them in any order and come back to the ones that resonate with you—your own Vital Few! This is a hands-on, nuts-and-bolts guide to leadership practice that's built to inspire action, drive change, and achieve results.
Tired of leadership clichés? Ready to become a truly life-changing leader? In The Leadership Triangle, Kevin Ford and Ken Tucker explain the three types of challenges leaders face and the three options they have to choose from to confront these challenges, offering practical tools to help leaders from all walks of life. Weaving together innovative leadership principles and personal conversations with some of the world's greatest leaders in business and the nonprofit world, The Leadership Triangle will become a well-thumbed companion in your own leadership journey. You will learn how to recognize leadership challenges for what they really are, choose strategies based on the specific challenge you face, build incredible, high-functioning teams to overcome any challenge, and implement cutting-edge strategies and tools that will revolutionize the teams you lead.
The dangerous work of leading change--somebody has to do it. Will you put yourself on the line? To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether you're a parent or a politician, a CEO or a community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.
China is emerging as a new great power in Asia. But what kind of power will China become--a wealthy trading partner or a belligerent adversary? This book argues for an American strategy that acknowledges and is fully prepared to deal with the vast uncertainty about China's future trajectory.
To Weave and Sing is the first in-depth analysis of the rich spiritual and artistic traditions of the Carib-speaking Yekuana Indians of Venezuela, who live in the dense rain forest of the upper Orinoco. Within their homeland of Ihuruna, the Yekuana have succeeded in maintaining the integrity and unity of their culture, resisting the devastating effects of acculturation that have befallen so many neighboring groups. Yet their success must be attributed to more than natural barriers of rapids and waterfalls, to more than lack of "contact" with our "modern" world. The ethnographic history recounted here includes not only the Spanish discovery of the Yekuana but detailed indigenous accounts of the entire history of Yekuana contact with Western culture, revealing an adaptive technique of mythopoesis by which the symbols of a new and hostile European ideology have been consistently defused through their incorporation into traditional indigenous structures. The author's initial point of departure is the Watunna, the Yekuana creation epic, but he finds his principal entrance into this mythic world through basketry, focusing on the eleborate kinetic designs of the round waja baskets and the stories told about them. Guss argues that the problem of understanding Yekuana basketry is the problem of understanding all traditional art forms within a tribal context, and critiques the cultural assumptions inherent in our systems of classification. He demonstrates that the symbols woven into the baskets function not in isolation but collectively, as a powerful system cutting across the entire culture. To Weave and Sing addresses all Yekuana material culture and the greater reality it both incorporates and masks, discerning a unifying configuration of symbols in chapters on architectural forms, the geography of the body, and the use of herbs, face paints, and chants. A narrow view of slash-and-burn gardens as places of mere subsistence is challenged by Guss's portrait of these exclusively female spaces as systematic inversions of the male world, "the sacred turned on its head." Throughout, a wealth of narrative and ritual materials provides us with the closest approximation we have to a native exegesis of these phenomena. What we are offered here is a new Poetics of Culture, ethnography not as a static given but as a series of shifting fields, wherein culture (and our image of it) is constantly recreated in all of its parts, by all of its members.