LEADER 05152nam 2200637 450 001 9910828760403321 005 20240227093242.0 010 $a0-8144-4908-5 035 $a(CKB)3710000000308873 035 $a(EBL)1707774 035 $a(SSID)ssj0001380853 035 $a(PQKBManifestationID)12605870 035 $a(PQKBTitleCode)TC0001380853 035 $a(PQKBWorkID)11393284 035 $a(PQKB)10395776 035 $a(Au-PeEL)EBL1707774 035 $a(CaPaEBR)ebr10994553 035 $a(OCoLC)897467499 035 $a(CaSebORM)9780814449073 035 $a(MiAaPQ)EBC1707774 035 $a(EXLCZ)993710000000308873 100 $a20140630h20152015 uy| 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aAnticipate $ethe art of leading by looking ahead /$fRob-Jan de Jong 205 $a1st edition 210 1$aNew York :$cAmerican Management Association,$d[2015] 210 4$dİ2015 215 $a1 online resource (311 p.) 300 $aIncludes index. 311 $a0-8144-4907-7 320 $aIncludes bibliographical references and index. 327 $aCover; Title; Copyright; Contents; Preface; Acknowledgments; Introduction; Unraveling the Mystery; The Vision Thing; Context Sensitivity; Short-Termism; Long-Term Language; The Battle; Part 1: Visionary Content; Chapter 1: The Groundwork; Your Personal Vision; Vision 101; Transformational Leadership; The Alpe d'HuZes; Core Ingredients; Logos, Ethos, and Pathos; The Dark Side; Chapter 2: Tapping Into Your Imagination; Rejuvenated Restaurants; N. N. Living in a Permanent Present; The Image of the Future; Alice in Wonderland; Schemas, Assumptions, and Frames; Two-Faced Friends; Eternal Truths 327 $aThe Grand IllusionCognitive Dissonance; Neural Networks; Breaking the Frame; That's Funny; Lateral Thinking; WWGD; Blue Ocean; Part 2: Visionary Practices; Chapter 3: Developing Your Visionary Capacity; Visionary Shoes; Made, Not Born; Contained Emergence; A Development Framework; Seeing Things Early; Connecting the Dots; 2x2; Followers; Trend Hoppers; Historians, or Cynics; The Visionary; Deepening the Framework; Narcissistic Distraction; Chapter 4: Seeing Things Early; Reducing Thoughtlessness; Signal and Noise; The Theory of the Car Crash; Market Transitions; Toys in the Boardroom 327 $aThe Priming PhenomenonFuturePriming; FutureFacts; More Manifestations; The Four Golden Rules; Food for Thought; Missing Traffic Signs; Rubber Hits the Road; Creativity Ignited; Chapter 5: Connecting the Dots; June 12, 2005; A Belgian Tale; Black Swan?; The Tunnel Vision; Irrationality Rules; Frame Blindness; Overconfidence; The Mysterious Guru; Creating Memories of the Future; Shell's Awakening; The Fall of Fortis; Groupthink; So What?; Brilliant or Foolish?; Responsible Visionary Leadership; Part 3: Visionary Self; Chapter 6: Your Visionary Self; On Becoming a Visionary Leader; You! 327 $aUtzon's MasterpieceJumping Off the Eiffel Tower; Passion and Authenticity; Discovery Mode; Covey, Stories, and Pearls; Mediating Reality; Danone's Ecosystem; Chapter 7: Mindful Behavior; Solar Roadways; Mindfulnesslessness; Foolish Consistency; Mindfulness, Take Two; Curiosity; Powerful Questions; Conversation Surprise; Working Your Swing; Recategorizing Practices; New Information Practices; Multiple View Practices; Part 4: Visionary Communication; Chapter 8: Igniting Your Followers; Hygiene Factors; Gettysburg Address; The Power of Language; Workhorse Verbs; Notions of Loss 327 $aA Picture Is Worth a Thousand WordsMemorable Metaphors; Actionable Analogies; Let Me Tell You a Story . . .; Data with a Soul; Jobs & Pausch; Visionary Checklist; Appendix A: Strategic Questionnaire; Appendix B: Values List; Appendix C: 25 Visionary Development Practices; Notes; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; Q; R; S; T; U; V; W; Y; Z; About the Author; Free Sample Chapter from Leading at The Edge by Dennis N. T. Perkins, with Margaret P. Holtman and Jillian B. Murphy 330 $aLeaders need vision. In Anticipate, leadership and strategy expert Rob-Jan de Jong explains that vision requires two crucial skills: the ability to see things early; and to connect the dots, turning early clues into a compelling story about the future of an organization and industry. Readers will discover how to become better at seeing things early; tap into their imagination and open themselves to the unconventional; communicate their vision in a way that engages others and provokes action; frame the big-picture view that provides direction for the future. When companies anticipate change bef 606 $aLeadership 606 $aCreative ability in business 606 $aStrategic planning 615 0$aLeadership. 615 0$aCreative ability in business. 615 0$aStrategic planning. 676 $a658.4/092 700 $aDe Jong$b Rob-Jan$01662454 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910828760403321 996 $aAnticipate$94019161 997 $aUNINA