Leadership Wise Why Business Books Suck, but Wise Leaders Succeed
"In Leadership Wise, Chief Product Officer at Podium, John Foreman, delivers a different and refreshingly practical take on business leadership. The author moves beyond what a leader should look like, to discuss how you can make better decisions over time to help your organization accomplish it...
| Autor principal: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Newark :
John Wiley & Sons, Incorporated
2023.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009769038406719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright Page
- Contents at a Glance
- Contents
- A Few Things Up Front
- Other Than Being a Bad Corporate Trainer, What Are My Qualifications?
- What's a Leader?
- Chapter 1 Business Books Suck
- Context Is Everything: Do Things That [Don't?] Scale
- What If I Said That Bad Leaders Are Too Consistent?
- Introducing Wisdom Literature
- The Facebook Uncle Dilemma
- Chapter 2 Let's Warm Up! Ten Business Choices Where One Option and Its Opposite Both Have Merit
- Let's Take a "Walk Around the Business"
- People
- A Players vs. B Players
- Accountability vs. Blamelessness
- Inputs vs. Outputs
- Far vs. Fast
- Process
- Speed vs. Order
- Specialization vs. Generalization
- Top Down vs. Bottom Up
- Product
- Good vs. Great
- Bundling vs. Unbundling
- Build vs. Buy
- I Didn't Give You Answers
- I Gave You Options
- Let's Do a Little Exercise
- Chapter 3 Generating Options
- Let's Get This Out of the Way: Consult Yourself
- Consult Your Co-workers and Customers
- Set Expectations in These Conversations: You're Just Gathering Input
- Consult Your Network
- Go Ahead, Read the Business Books!
- Management by Metaphor
- What Are My Levers? Chart Options Against Your Decision Levers
- Using All the Parts of the Animal
- Pull a "10th Man Rule"
- Checking In on Our Exercise
- Wisdom Literature Would Suggest None of These Options Is "Wrong"
- Isn't This Overkill? "Paralysis by Analysis"
- Over-confidently Incorrect
- This Needn't Take Long
- Analysis Paralysis Is All About Objectives, Not Options
- Chapter 4 What's Your Objective?
- A Problem Isn't a Priority
- Two Words to Know and Love: Minimize and Maximize
- Is It Possible to Love Two Objectives at the Same Time?
- Turn Priorities Into Constraints
- A Brief Interlude
- There's Plenty of Book Left!.
- Chapter 5 Check Yourself Before You Wreck Yourself
- Going Deeper with Data
- Is an Anecdote Data?
- Quantitative vs. Qualitative. . .Who Wants Pretty Good Pizza?
- Priorities and Constraints Come First
- You Know What They Say About Assumptions
- Default to Learning Fast and Iterating
- Not All Who Wander Are Lost
- One-way vs. Two-Way Doors. . .or Are They Streets? Two-Way Things
- Do a Premortem
- Blazing Through Covering Your Ass
- Chapter 6 Making the Most of Execution
- Make Your Decisions "Fully Loaded"
- "Use All the Parts of the Animal"
- Establish Success and Failure Criteria Up Front
- Be Transparent, But Commit to the Bit!
- Transparency Costs You Nothing
- What's "My Part of Our Whole?"
- Commit to the Bit
- There Is No Separation of Mind and Body
- Chapter 7 "Keeping It Real"
- Emotions Are Shortcuts
- Diving a Little Deeper into My Knee-Jerk Reactions
- All Feelings Are Valid. Always Acting Out of Them Is Neither Authentic nor Beneficial
- A Process for Becoming Increasingly Authentic
- Start with Post Facto Reflection
- Positive Reinforcement Is the Feedback Loop That May in Fact Change You
- That's Cool. But It Doesn't Apply to Me
- Enough with This Woo-Woo Feelings Stuff
- Chapter 8 Shaping the Company for Success
- Company Culture and Values
- Culture Is a Sum of Our Values, Explicit and Implicit
- Good Leaders Actively Check On and Shape Their Culture to Produce Better Decisions
- Culture Eats Decision-Making for Breakfast
- So How Do We Eat Culture for Breakfast?
- Making Implicit Values Explicit
- People: Hiring, Managing, Promoting, and Firing
- Hire People Who've Read and Like This Book
- Give Less Responsibility to Those Who Make Poor Decisions. Give More to Those Who Make Great Decisions
- Scale Your Impact
- Conclusion
- Acknowledgments
- About the Author
- Index
- EULA.
