LEADER 06919nam 2200673 450 001 9910463868603321 005 20200520144314.0 010 $a1-118-89599-1 035 $a(CKB)2670000000547211 035 $a(EBL)1656385 035 $a(SSID)ssj0001131963 035 $a(PQKBManifestationID)11749935 035 $a(PQKBTitleCode)TC0001131963 035 $a(PQKBWorkID)11146583 035 $a(PQKB)11754334 035 $a(MiAaPQ)EBC1656385 035 $a(DLC) 2014001619 035 $a(Au-PeEL)EBL1656385 035 $a(CaPaEBR)ebr10851698 035 $a(CaONFJC)MIL584613 035 $a(OCoLC)875097108 035 $a(EXLCZ)992670000000547211 100 $a20140409h20142014 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 12$aA culture of purpose $ehow to choose the right people and make the right people choose you /$fChristoph Lueneburger 205 $aFirst edition. 210 1$aSan Francisco, California :$cJossery-Bass,$d2014. 210 4$dİ2014 215 $a1 online resource (274 p.) 300 $aDescription based upon print version of record. 311 $a1-118-81456-8 320 $aIncludes bibliographical references and index. 327 $aCover; Introduction; Title Page; Copyright; Contents; Foreword by Daniel Goleman; Part 1 Placing Leaders with a Purpose at the Core; Chapter 1 The Boost of Change Leadership; Change Leadership; How Frank Rejuvenated Owens Corning; Going for the Handprint Instead of the Footprint; Next; Discovering the Leader: Markers for the Competency of Change Leadership; Chapter 2 The Power of Influencing; Influencing; How Pascal Embedded His Vision at Lend Lease; Discovering the Leader: Markers for the Competency of Influencing; Chapter 3 The Impact of Results Delivery; Results Delivery 327 $aHow Andy Delivered for WalmartDiscovering the Leader: Markers for the Competency of Results Delivery; Chapter 4 The Payoff of Commercial Drive; Commercial Drive; How Curtis Made His Passion Pay Off for Bloomberg; Discovering the Leader: Markers for the Competency of Commercial Drive; Chapter 5 The Scale of Strategic Orientation; Strategic Orientation; How Jochen Led PUMA from Last to Lasting; Discovering the Leader: Markers for the Competency of Strategic Orientation; Part 2 Hiring Talent with a Purpose at the Frontier; Chapter 6 Spreading Faster with Engagement; Engagement 327 $aThe Draw of John's EngagementUnderstanding the Person: Markers for the Trait of Engagement; Chapter 7 Reaching Farther with Determination; Determination; The Muscle of Peter's Determination; Understanding the Person: Markers for the Trait of Determination; Chapter 8 Going Deeper with Insight; Insight; The Edge of Mark's Insight; Understanding the Person: Markers for the Trait of Insight; Chapter 9 Staying Hungry with Curiosity; Curiosity; The Primacy of Curiosity; Incorporating Curiosity; All Together Now; Understanding the Person: Markers for the Trait of Curiosity 327 $aPart 3 Building a Culture of PurposeChapter 10 Energy; High-Energy Cultures; Bob Sparks Shared Energy; Understanding the Culture: Markers for the Attribute of Energy; Chapter 11 Resilience; Resilient Cultures; Kees Takes a Stand for Shared Resilience; Understanding the Culture: Markers for the Attribute of Resilience; Chapter 12 Openness; Open Cultures; Alberto Exposes Shared Openness; Understanding the Culture: Markers for the Attribute of Openness; Part 4 Taking Action; Chapter 13 The Sequence of Building a Culture of Purpose; The Starting Point; Phase One: The Early Stage 327 $aPhase Two: The Intermediate PhasePhase Three: The Advanced Phase; Epilogue; Notes; Acknowledgments; About the Author; Index 330 $a"The greatest challenge of leadership in our time is building a culture of purpose. The best minds of our time are looking not just for jobs, but for meaning. In order to attract the top talent that is necessary to thrive in a turbulent world, leaders must create organizations that are deeply invested in the long-term success of our planet, so that the most passionate hearts and creative intellects will want to work there--because there's no place they'd rather be. What must leaders do to meet this challenge?The powerful solution for building a culture of purpose is sustainability. In casual parlance, sustainability has become synonymous with "green," but the causes of environmentalism are not fully expressive of how sustainability affects leaders and organizations today. Sustainability, at its highest level, is a way of doing business contingent on attracting and retaining the best, smartest people to help you spot and navigate challenges and opportunities that may only faintly visible today. A Culture of Purpose offers concrete, actionable insights on what it takes to create this kind of high-level sustainability across an organization, today and into the future. Grounded in exclusive case studies built around in-depth interviews with C-suite sustainability leaders at companies including Chrysler, Unilever, TNT, Walmart, Bloomberg, Levi's, and more, Christoph Lueneburger offers specific step-by-step advice for meeting this challenge. Lueneburger's model guides leaders through a clear three phase process, providing a clear roadmap for leaders to accomplish the following goals: Tap and Nurture Your Current Corporate Strengths: How to recognize and cultivate the skills and competencies of your current talent so that you bring the right people into leadership roles and develop your sphere of immediate influence Hire the Right Team: How to identify the traits in potential new hires, regardless of level and function, so that they will grow in the organization --and how to ask the right questions during the hiring process Craft Your Culture: How to shape the openness, energy, and resilience that will embody strong values across the organization Many books have described the "what" of sustainability, but this is the first to reveal the "who." Lueneburger invites readers to recognize that sustainability is not an ideological mindset, but a cultural trait of a resilient business. For leaders ready to embrace the challenge, A Culture of Purpose is an education, a revelation, and an invitation to the next generation of success. "--$cProvided by publisher. 606 $aLeadership 606 $aOrganizational behavior 606 $aCorporate culture 608 $aElectronic books. 615 0$aLeadership. 615 0$aOrganizational behavior. 615 0$aCorporate culture. 676 $a658.4/092 686 $aBUS071000$2bisacsh 700 $aLueneburger$b Christoph$f1971-$0903202 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910463868603321 996 $aA culture of purpose$92019028 997 $aUNINA