The unfinished leader : balancing contradictory answers to unsolvable problems / / David L. Dotlich, Peter C. Cairo, Cade Cowan

• Autore: Dotlich David L (David Landreth), <1950->
• Pubblicazione: San Francisco, California : , : John Wiley & Sons, , 2014; ©2014
• Edizione: First edition.
• Descrizione fisica: 1 online resource (282 p.)
• Disciplina: 658.4/092
• Soggetto topico: Leadership; Decision making; Work and family
• Classificazione: BUS000000
• Persona (resp. second.): CairoPeter C. <1948->; CowanCade <1972->
• Note generali: Includes index.
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Cover; Praise for The Unfinished Leader; Title page; Copyright page; Epigraph; Contents; Foreword; Preface; Introduction: Stepping Up to Complete Leadership; PART ONE: The Challenge of Paradoxes; 1: Puzzles and Paradoxes; The Problem Continuum; Puzzles We Know; Paradoxes We May Not Know; Paradox Litmus Test; Approach to Paradox; More Paradoxes Than Ever; Becoming Complete Leaders; 2: Jumping Over the Line; Desperately Seeking Control; Desperately Seeking Consistency; Desperately Seeking Closure; Getting Ready to Cross the Line; Beyond a Thirst for Control; Beyond a Thirst of Consistency ; Beyond a Thirst for ClosureThe Costs of Mishandling Paradox; Becoming Paralyzed; Being Inflexible; Getting Hit by Ignored Forces; Deciding Too Quickly; Failing to Understand Trade-Offs; Failing to Be Transparent; Failing to Learn; Paradox Leadership; 3: Obstacles to Leadership; The Obstacles of Organization; The Matrix; Strategic Planning; Review and Reward Systems; The Obstacles of Stakeholders; The Obstacles Within Ourselves; Complete Leaders Over the Line; PART TWO: Mindsets for Leading Through Paradox; 4: The Purpose Mindset; What Is a Mindset?; Essential Questions; Framing the Paradox ; Clarifying the Assumptions or ConstraintsHighlighting the Values; Purpose-Driven Decisions; Your Personal Purpose; Debating the Purpose-Driven Frame; Motivate Purpose by Inspiring; Toward Higher Purpose; A Final Note; 5: The Reconciliation Mindset; Outlining the Mindset; Framing Reconciliation; Values for Reconciliation; Decision Making with the Reconciliation Mindset; Shooting for the Sweet Spot; Documenting for Change; Motivate for Business Success; A Final Caution; 6: The Innovation Mindset; Outlining the Mindset; Essential Questions; Framing Innovation; Assumptions About Innovation ; Values for InnovationDecision Making with the Innovation Mindset; Reframe and Reframe Again; Inventing New Options; Motivate Through Creativity; Final Thoughts; PART THREE: Tools for Leadership; 7: Scanning for the Right Paradox; The Value of an External Focus; The Practices of Scanning; Practice 1: Questioning Assumptions; Practice 2: Seeking New Knowledge; Practice 3: Connecting with Others; Practice 4: Seeking New Experiences; Developing a Point of View; 8: Scenario Thinking; The Value of Scenario Thinking; The Practices of Scenario Thinking; Practice 1: Take Someone Else's Perspective ; Practice 2: Define Future PossibilitiesPractice 3: Filter Scenarios with Facts and Intuition; Practice 4: Diverge and Converge; Follow Up by Acting; 9: Stakeholder Mapping; The Value of Stakeholder Mapping; The Process of Stakeholder Mapping; Practice 1: Identifying Stakeholders and Their Positions; Practice 2: Analyzing Needs and Behaviors; Practice 3: Developing New Strategies for Stakeholders; Practice 4: Devising New Ways to Interact; Practice 5: Devising Integrative Strategies to Manage Paradox; A Basis in Trust; 10: Dialogue for Alignment; The Practices of Dialogue ; Practice 1: Pose Transcendent Questions
• Sommario/riassunto: "A leader's work is never done--not only because of long to-do lists and frequent meetings, but because every leader must confront complex dilemmas that don't have easy answers, and in fact may not have any right answer at all. In business, as in life, the most perplexing issues aren't like math problems with a single solution. They are paradoxes: situations in which there will never be a single right answer, and they will be familiar to anyone in a leadership role. Should your company prioritize long-term investments, or short-term profitability? Will your incenitive plan measure and reward the performance of individuals, or teams? How can you devote enough time and energy to both your family and your coworkers? The Unfinished Leader is a guide for managing through paradoxes like these to ensure success across the organization. Leaders must first learn to recognize the problems they won't be able to solve, and confront the obstacles--in their own heads and in the organizations where they work--that will push them (wrongly) towards finding single solutions that don't exist. Then, they must develop the mindsets and skills that enable them to balance contradictory directions, fulfill competing demands, and adapt their approach over time. Based on over 30 years of consulting work with senior executives, as well as a series of exclusive interviews with 100 CEOs and top leaders in a wide range of companies about the paradoxes they face, The Unfinished Leader provides tested advice. The authors include vivid stories highlighting leaders and the real-world challenges they've faced at organizations such as Avon, Nike, Colgate, DeutschePost DHL, Johnson & Johnson, and many more.No one can, or should, look for perfect solutions to impossible solutions. The Unfinished Leader will help leaders at all levels understand that their true task is to guide themselves and their teams through impossible-seeming, ongoing situations--and, by reconciling competing outcomes, drive lasting success for themselves and their teams"--
• Titolo autorizzato: The unfinished leader
• ISBN: 1-118-86714-9; 1-118-86711-4
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910813508103321
• Lo trovi qui: Univ. Federico II