Your Company?s Own Worst Enemy knits a range of inter-related techniques together into a novel leadership mindset for our times?a whole that is greater than the sum of its parts. The book does this by walking readers through the ten fundamental errors leaders commonly make in attempting to address disruption. As we?ve learned, managers feel motivated most to fix what they?re doing wrong rather than incorporate new approaches for their own sake. Drawing on our clients? experience as well as the latest research about adaptive leadership and complexity, we survey the damage caused by these…mehr
Your Company?s Own Worst Enemy knits a range of inter-related techniques together into a novel leadership mindset for our times?a whole that is greater than the sum of its parts. The book does this by walking readers through the ten fundamental errors leaders commonly make in attempting to address disruption. As we?ve learned, managers feel motivated most to fix what they?re doing wrong rather than incorporate new approaches for their own sake. Drawing on our clients? experience as well as the latest research about adaptive leadership and complexity, we survey the damage caused by these lingering approaches and offer powerful strategies to help leaders achieve the impact they truly seek. Leading in times of flux isn?t about championing shiny new tactics. It?s about taking a comprehensive approach and rethinking the essence of leadership itself, especially in dealing with unpredictable situations. With our book in hand, leaders will gain a new awareness of their current approaches and the devastating blind spots they cause, while feeling equipped and energized to remedy them. They?ll finally stop trying to control employees and instead work to unleash them?the only way to capture value in a complex environment. Written in clear prose and packed with compelling stories of disruption gone wrong (and right), Your Company?s Own Worst Enemy delivers tough-love feedback and gets to the heart of what it takes to lead in today?s fast-paced, complex world. Backed by an energetic and creative marketing campaign, our book will be read and discussed in boardrooms, corporate retreats, webinars, and business school classrooms everywhere.
Steve Garcia, (Millburn, New Jersey; https://contemporaryleadership.com/team/steve-garcia/) is a Managing Partner at Contemporary Leadership Advisors (CLA) where he helps clients build and lead faster, higher-impact, and more adaptive organizations in rapidly-changing, complex environments. His consulting work has won numerous awards, including Johnson https://contemporaryleadership.com/team/dan-fisher-2/) is a consulting psychologist and co-founder of the Institute for Contemporary Leadership (ICL). He is also Managing Partner at Contemporary Leadership Advisors (CLA), where he serves as trusted advisor to C-Suite executives, boards, and investors. Dan has extensive experience assessing executives for both selection and development. In addition, he works with senior leadership teams to optimize team performance and align companies around vision, mission, and strategy. Prior to co-founding ICL and CLA, Dan was a founding member of AlixPartners? Leadership and Organizational Effectiveness practice, where he served on the Senior Leadership Team, and was co-founder and Managing Partner at Fisher Rock Consulting.
Inhaltsangabe
Foreword xi Dr. Marshall Goldsmith
Preface xv
1 Introduction: Making a Difference in Our Complex Times 1
2 It's Not About You 19 Trap to avoid: Leading through expertise rather than relationships
3 The Vulnerability Paradox 35 Trap to avoid: Projecting confidence at the expense of humility
4 Stop Strategizing and Start Doing 51 Trap to avoid: Separating strategizing from executing
5 Freeing Your People with Purpose- Driven Simple Rules 69 Trap to avoid: Talking about purpose without operationalizing it
6 Why Community Organizers Consistently Beat Superheroes 85 Trap to avoid: Saving the day instead of building teams that solve problems
7 Vive la Résistance! 101 Trap to avoid: Overcoming resistance to change rather than working with it
8 Resilience Beats Efficiency 117 Trap to avoid: Cutting costs to the point of becoming brittle
9 The Siren Song of Certainty 135 Trap to avoid: Seeking certainty at the expense of reality
10 Data- Driven Decisions Still Need a Driver 151 Trap to avoid: Replacing judgment with data
11 When Best Isn't Best 169 Trap to avoid: Assuming "best practices" are right for your situation
12 Conclusion: The End of Leadership in a Quantum Age 185
