Scaling Pyramids: Leadership Lessons from a Mid-Level Bureaucrat is an honest, engaging, and research-informed exploration of what it means to lead from the bottom and middle of an organizationâ especially within complex systems that arenâ t always built for innovation, agility, or humanity.
Scaling Pyramids: Leadership Lessons from a Mid-Level Bureaucrat is an honest, engaging, and research-informed exploration of what it means to lead from the bottom and middle of an organizationâ especially within complex systems that arenâ t always built for innovation, agility, or humanity.
Christopher Stitt is a former federal security and law enforcement leader with over 25 years of experience as a Supervisory Special Agent with the U.S. State Department's Diplomatic Security Service. He has held leadership roles in multiple countries and has served as an advisor to U.S. Ambassadors. He is the founder of CrisisLead, LLC, where he consults organizations on risk navigation and preparedness. He holds multiple professional certifications in security and emergency management and has a diverse academic background, including degrees in sociology, psychology, strategic intelligence, organizational presilience, and an Executive MBA.
Inhaltsangabe
Introduction: Why This Book, My Path Through My Bureaucracy Part One - Leading Yourself Understand Who Shaped You: Differing Role Models Understanding Your Values: A Scout Is... Understanding Your Strengths and Weaknesses: I May Like Computers Better Than People, But I Still Need People to Run the Computers Understanding Limits: It's Not a Stroke, Just a Migraine Self-Care and Personal Growth: Take an Excursion, Get Some Perspective, Use Your Head in a New or Different Way Manage Your Followership Style: Change Is Constant, Even in the Same Organization You Still Need to Make Adjustments Managing Impressions - "Start Slowly, Then Taper Off" Part Two - Leading Others 8. Differentiating Motivations: Employees Are Like Snowflakes, No Two Are the Same 9. Building Alliances: If You Want to Lead the Pack, You Need to Identify and Deal with the Alpha 10. Team Dynamics: Reprimand All to Punish No One? 11. Leadership Character: When Making Rules, Plan to Enforce Them 12. Developing Others: Be a Good Dungeon Master 13. How to Use Awards: "You Like Me, You Really, Really Like Me!" 14. Collaboration: The Spotlight Is Brighter When You Share It Part Three - Leading Organizations 15. Communicating Up the Pyramid: We Need to Feed the Beast, but We Try to Give It Bites That It Can Chew 16. Communicating Vision: The Problem with Having a Vision Is Getting Others to See 17. Navigating the Pyramid: Managing Up Can Be Tough, Try Managing Sideways First, Then Up 18. Leveraging Project Teams: "I Am Not a Committee" 19. Building Relationships: Show Up, Even If You Aren't Sure You Feel Like It 20. Simple Encouragement: Smile and Wave 21. Roadblocks: But What If the Section Head Is the Problem? 22. Having an Impact: Lead Well and Not Only Will People Follow You, They Will Name Their Children After You 23. Staying Motivated: Starting Is Easy, Finishing Is Another Story Epilogue
Introduction: Why This Book, My Path Through My Bureaucracy Part One - Leading Yourself Understand Who Shaped You: Differing Role Models Understanding Your Values: A Scout Is... Understanding Your Strengths and Weaknesses: I May Like Computers Better Than People, But I Still Need People to Run the Computers Understanding Limits: It's Not a Stroke, Just a Migraine Self-Care and Personal Growth: Take an Excursion, Get Some Perspective, Use Your Head in a New or Different Way Manage Your Followership Style: Change Is Constant, Even in the Same Organization You Still Need to Make Adjustments Managing Impressions - "Start Slowly, Then Taper Off" Part Two - Leading Others 8. Differentiating Motivations: Employees Are Like Snowflakes, No Two Are the Same 9. Building Alliances: If You Want to Lead the Pack, You Need to Identify and Deal with the Alpha 10. Team Dynamics: Reprimand All to Punish No One? 11. Leadership Character: When Making Rules, Plan to Enforce Them 12. Developing Others: Be a Good Dungeon Master 13. How to Use Awards: "You Like Me, You Really, Really Like Me!" 14. Collaboration: The Spotlight Is Brighter When You Share It Part Three - Leading Organizations 15. Communicating Up the Pyramid: We Need to Feed the Beast, but We Try to Give It Bites That It Can Chew 16. Communicating Vision: The Problem with Having a Vision Is Getting Others to See 17. Navigating the Pyramid: Managing Up Can Be Tough, Try Managing Sideways First, Then Up 18. Leveraging Project Teams: "I Am Not a Committee" 19. Building Relationships: Show Up, Even If You Aren't Sure You Feel Like It 20. Simple Encouragement: Smile and Wave 21. Roadblocks: But What If the Section Head Is the Problem? 22. Having an Impact: Lead Well and Not Only Will People Follow You, They Will Name Their Children After You 23. Staying Motivated: Starting Is Easy, Finishing Is Another Story Epilogue
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