100 More Great Leadership Ideas , livre ebook

Marshall Cavendish International - Jonathan Gifford

Découvre YouScribe en t'inscrivant gratuitement

Je m'inscris

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

165 pages

English

Vous pourrez modifier la taille du texte de cet ouvrage

Obtenez un accès à la bibliothèque pour le consulter en ligne
En savoir plus

A propos
Informations
Extrait

Description

If you are a manager in today's business environment, demonstrating that you have leadership skills is essential to success. But what does it take to become an effective and influential business manager and leader? There are no sure-fire ways, but you can take inspiration and advice from various leaders who have been successful already. This sequel to the best selling 100 Great Leadership Ideas offers 100 more solutions researched from companies and organisations around the world. Each idea is described in some detail. You are then shown how to apply that idea in your own company or work situation. A simple formula which could potentially lead to rich rewards.

Sujets

Gestion et management

Informations

Publié par	Marshall Cavendish International
Date de parution	29 septembre 2013
Nombre de lectures	0
EAN13	9789814484916
Langue	English

Informations légales : prix de location à la page 0,0400€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

Copyright 2013 Jonathan Gifford
Published in 2013 by Marshall Cavendish Business
An imprint of Marshall Cavendish International
1 New Industrial Road, Singapore 536196
All rights reserved
No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the copyright owner. Request for permission should be addressed to the Publisher, Marshall Cavendish International (Asia) Private Limited, 1 New Industrial Road, Singapore 536196. Tel: (65) 6213 9300. Fax: (65) 6285 4871. E-mail: genref@sg.marshallcavendish.com . Website: www.marshallcavendish.com/genref
The publisher makes no representation or warranties with respect to the contents of this book, and specifically disclaims any implied warranties or merchantability or fitness for any particular purpose, and shall in no events be liable for any loss of profit or any other commercial damage, including but not limited to special, incidental, consequential, or other damages.
Other Marshall Cavendish Offices:
Marshall Cavendish Corporation. 99 White Plains Road, Tarrytown NY 10591-9001, USA Marshall Cavendish International (Thailand) Co Ltd. 253 Asoke, 12th Flr, Sukhumvit 21 Road, Klongtoey Nua, Wattana, Bangkok 10110, Thailand Marshall Cavendish (Malaysia) Sdn Bhd, Times Subang, Lot 46, Subang Hi-Tech Industrial Park, Batu Tiga, 40000 Shah Alam, Selangor Darul Ehsan, Malaysia.
Marshall Cavendish is a trademark of Times Publishing Limited
National Library Board, Singapore Cataloguing-in-Publication Data: Gifford, Jonathan Lewis.
100 more great leadership ideas : from successful leaders and managers around the world / Jonathan Gifford. - Singapore : Marshall Cavendish Business, 2013 pages cm
eISBN : 978 981 4484 91 6
1. Leadership. 2. Creative ability in business. I. Title.
HD57.7
658.4092 - dc23 OCN 820782433
Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY
CONTENTS
Introduction
The ideas
PART 1 - YOU AND THE TEAM
1 Abandon failed projects
2 Ask for discretionary effort
3 Be accessible
4 Be consultative
5 Be generous with little things
6 Be inspirational
7 Be tough
8 Control your anger
9 Create fun and a little weirdness
10 Demand clear thinking
11 Do what you say and own what you do
12 Enable creativity
13 Encourage experimentation
14 Encourage opinion
15 Engage with people
16 Get the right people on board
17 Give the team control
18 Hold back
19 Inspire people s basic emotions
20 Lead by objective
21 Let people be themselves
22 Let people make their own decisions
23 Listen to dissenting voices
24 Look after the team
25 Make loyalty a watchword
26 Make the team proud
27 Praise people to success
28 Recruit to your weaknesses
29 Share the benefits
30 Stretch people
31 Use talent to grow the business

PART 2 - YOU AND THE ORGANISATION
32 Abandon management
33 Abandon Plan A
34 Be prepared to pay the price
35 Be unpredictable
36 Create a flatter structure
37 Create strategic opportunities
38 Define the organisation s moral character
39 Develop people
40 Embrace surprises
41 Enable self-organisation
42 Encourage fast failure
43 Ingrain the values
44 Keep management slim
45 Learn from (other people s) failure
46 Let the organisation manage itself
47 Listen to the organisation
48 Mine the data
49 Move on
50 Over-communicate
51 Remember the heritage
52 Reward real success
53 Set your own standards
54 Think about people issues
55 Think different
56 Welcome ideas from every source

PART 3 - YOU AND THE OUTSIDE WORLD
57 Be transparent
58 Change the world
59 Define the organisation s higher purpose
60 Don t get commoditised
61 Drive social innovation
62 Embrace cultural diversity
63 Encourage collisions
64 Give something back to your community
65 Help bring ideas to market
66 Keep up with technology
67 Operate responsibly
68 Operate sustainably
69 Outsource
70 Promote your organisation
71 Recognise cultural differences
72 Recognise strategic inflection points
73 Think globally
74 Welcome competition

PART 4 - YOU
75 Act quickly
76 Always compete
77 Avoid analysis paralysis
78 Be adaptable
79 Be fearless
80 Be positive
81 Be unreasonably optimistic
82 Be yourself
83 Create infectious ideas
84 Do it your way
85 Do the planning
86 Do what you can
87 Follow your dreams
88 Get out of the office
89 Hands on, hands off
90 Have faith in your own ideas
91 Just do it
92 Keep marching
93 Lead, don t manage
94 Only the paranoid survive
95 Persevere
96 Stretch yourself
97 Take calculated risks
98 Take up the challenge
99 Think the unthinkable
100 Use common sense
Sources and Further Reading
INTRODUCTION
T HIS BOOK WAS WRITTEN in the same way as its predecessor, 100 Great Leadership Ideas . I made notes on the leadership ideas expressed in books, articles and interviews by, about and with established business leaders and management thinkers. When leaders said that some aspect of leadership had been especially important in their careers, or when commentators judged that some particular facet of a leader s behaviour had been a significant contributor to that leader s success, I entered that into a growing spreadsheet of ideas gathered under various new headings: Ask for discretionary effort , for example; Be unpredictable ; Learn from (other people s) failure ; Think the unthinkable . As ideas, quotations and comments gathered under these new headings, the next 100 great leadership ideas began to select themselves.
In my introduction to 100 Great Leadership Ideas , I noted that a significant number of leaders were focussing on ideas clustered around the same basic concepts of innovation, the collective wisdom of the organisation, and the need for leaders to surround themselves with colleagues from different backgrounds and with differing approaches and ideas. These could all be seen as facets of a fundamental aspect of leadership: the need to find innovative solutions that will drive change and differentiate the organisation from its competitors.
This theme re-emerges with even greater vigour in this new book. Successful leaders stress, time and again, that their job is to set the direction - to set out a compelling and exciting vision of where the organisation will be in the near future, and of what it will feel like to be part of that process. The leaders don t themselves know exactly how the organisation is going to get to this new place; if they did, leadership would not be needed - a team of managers could map out the process of getting from Point A to the well-known and clearly understood Point B, whereas Point B is, in fact, by definition, a mystery. Great leaders know what Point B will look and feel like when it is reached, but they need the organisation to figure out exactly how this new state of affairs - which is best defined as a way of being, rather than as a destination - will be achieved.
In order to get to this different way of being, one thing is needed above everything else: new thinking - new ideas, new approaches, new mindsets. Several leaders stress that creating an innovative, entrepreneurial mindset in the organisation requires major structural change. We have allowed ourselves to believe that innovation stems only from dedicated R D departments and from top leadership; in fact, real innovation will come from the entire organisation (and even, importantly, from outside the organisation). The most successful leaders through the ages have seen themselves as facilitators - leaders who encourage and enable people to deliver the best that they are capable of and to experiment with potentially radical new ideas.
If the need for constant innovation is a key theme of successful leaders today, other concepts emerge that are equally significant. One subtle, but quite profound, idea is the suggestion that the perfect leader would be, in a sense, invisible. On this analysis, successful leadership is about communicating the vision so thoroughly that the organisation moves inexorably in the right direction without the need for high-profile acts of dramatic leadership , and colleagues instinctively avoid courses of action that do not fit with the organisation s core principles. When this begins to happen, leadership can stop wasting its time on operational problems and focus on the next strategic opportunity, on the next change needed to keep the organisation ahead of its competitors.
Several leaders stress the hopefully obvious point that organisations are a part of the communities in which they operate. This creates both responsibilities - the moral obligation to give something back to the communities that support the organisation - and opportunities. The wider community of customers, suppliers, academic institutions and neighbours is a rich source of new ideas that can spark innovations in the organisation s products, services and systems.
Thought-provokingly, a number of leaders explore the advantages of organisational structures that are very different from the traditional top-down, hierarchical, command and control approach of the typical modern corporation. The common thread running through these different leadership structures is the benefit derived from a devolution of power that gives meaningful authority to people as close to the front line (the customer) as possible. This is perhaps potentially the most powerful act of modern leadership: to enable colleagues to make their own decisions, derive more satisfaction from their careers and energise the organisation as a whole by means of their many individual contributions.
This brings us to the important conclusion, commented on by many modern leaders, that what is needed in the modern organisation is not only (or even) more leadership