Hidden Truths What Leaders Need to Hear but Are Rarely Told.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Fubini, David
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newark : John Wiley & Sons, Incorporated, 2020.
Temas:
Executives.
Leadership.
Executives
Leadership
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Cover
  • Title Page
  • Copyright
  • Contents
  • Foreword
  • Preface
  • Acknowledgments
  • Chapter 1: Arrive Prepared
  • A New and Demanding Era
  • Roger Krone: Doing Your Homework
  • How Did Krone Develop All These Perspectives? He Had Help
  • How Do You Prepare? Go Deep and Broad
  • Obvious and Not So Obvious-"Must Dos"
  • Jim Kilts Arrives at Gillette With a Plan
  • Gary Rodkin: What He Wished He Could Have Known
  • It Helps to Be Skeptical
  • Chapter 2: Avoid Half-Truths and Misperceptions
  • When Good News Is Bad Advice
  • It Takes Two to Tango: CEO Are Part of the Dance around the Truth
  • Examples of Damaging Half-Truths and Withheld Information
  • Know Your Shakespeare, Don't Be Like Lear
  • How to Move from Partial to Whole Truths
  • Tolerate Failure, Hear the Full Truth
  • Chapter 3: Adopt a Constituent Consciousness
  • Crazy Calendars, Myopia, and Intense Demands
  • Ways to Address the Constituencies Conundrum
  • It's All a Matter of Time
  • Chapter 4: Start Change Management by Changing the Management
  • The Allure of Changing Slowly-and the Dangers
  • The Need to Make the Most of Two Very Scarce Resources: Time and Trust
  • Successfully Transitioning after a Merger or Acquisition: American Airlines
  • Change Requires Empathy, Clarity, and Courage
  • Chapter 5: Avoid Becoming Isolated
  • How Isolation Happens
  • Creating Your Own Shell
  • Transitioning to a Good Communications Regime
  • Connecting with Boards
  • Reach Out to the Right People
  • Five Ways to Keep Connected
  • Chapter 6: Manage the Mentorship Conundrum
  • A Growing Need in Organizations
  • Mentorship Roles and Responsibilities
  • Board Expectations, CEO Resistance
  • Mentorship Do's and Don'ts
  • Chapter 7: Use Role Modeling as a Change Tool
  • An Essential Change Management Asset
  • Four Ways to Model the Right Message
  • Modeling the Relationship Between Customers and R&D
  • The Magnification Principle
  • Be Careful About the Behavior You Model
  • Inspiration and Instinct
  • Chapter 8: Use Psychic Rewards, Not Just Monetary Ones
  • Solid But Inflexible
  • Informal and Formal Types
  • Why CEOs Underutilize This Valuable Tool
  • But Companies Can't Live by Financial Incentives Alone
  • Chapter 9: Get on Board with Your Board
  • Timely Factors
  • Proactive, Not Reactive
  • A Reflexive Reluctance
  • The Reset Opportunity
  • Choosing Board Challengers
  • Restructuring Board Interactions
  • Will Board Members Resist?
  • Chapter 10: Do Good While Doing Well
  • Saying One Thing, Doing Another
  • Navigating the Paradox: 7 Feasible Directions
  • Educate, Engage, and Question
  • Creating a Good Impression
  • Your World is Changing
  • Going Forward with an Authentic Cause
  • Chapter 11: Embrace the Value and Reality of Diversity
  • Beware of Reflexive Actions
  • Six Proactive Actions
  • Chapter 12: Know When to Leave
  • What Boards Talk About When They Talk About CEO
  • Departure Times and Types

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