From thought leader Brené Brown, a transformative new vision for the way we lead, love, work, parent, and educate that teaches us the power of vulnerability.
“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; . . . who at the best knows in the end the triumph of high achievement, and who at worst, if he fails, at least fails while daring greatly.”—Theodore Roosevelt
Every day we experience the uncertainty, risks, and emotional exposure that define what it means to be vulnerable or to dare greatly. Based on twelve years of pioneering research, Brené Brown PhD, LMSW, dispels the cultural myth that vulnerability is weakness and argues that it is, in truth, our most accurate measure of courage.
Leadership on the Line, With a New Preface: Staying Alive Through the Dangers of Change
The dangerous work of leading change--somebody has to do it. Will you put yourself on the line?
To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disrupting the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership experts Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether you're a parent or a politician, a CEO or a community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.
Leadership and Self-Deception: Getting Out of the Box
Leadership and Self-Deception uses an entertaining story everyone can relate to about a man facing challenges at work and at home to expose the fascinating ways that we blind ourselves to our true motivations and unwittingly sabotage the effectiveness of our own efforts to achieve happiness and increase happiness. We trap ourselves in a "box" of endless self-justification. Most importantly, the book shows us the way out. Readers will discover what millions already have learned--how to consistently tap into and act on their innate sense of what's right, dramatically improving all of their relationships.
Second in Command: The Misunderstood Role of the Chief Operating Officer
Asking the question, “What makes a great COO?” is akin to asking “What makes a great candidate for U.S. vice president?” It all depends on the first name on the ticket—the CEO.
New research sheds light on this most contingent, and most mysterious, of C-suite jobs. After in-depth conversations with dozens of executives who have held the position and with CEOs who have worked with COOs, the authors have concluded that different views of the COO role arise from the different motives behind creating the position in the first place. There are seven basic reasons why companies decide to hire a COO: to implement the CEO’s strategy; to lead a particular initiative, such as a turnaround; to mentor a young, inexperienced CEO; to complement the strengths or make up for the weaknesses of the CEO; to provide a partner to the CEO; to test out a possible successor; or to stave off the defection of a highly valuable executive, particularly to a rival.
This tremendous variation implies that there is no standard set of great COO attributes, which makes finding suitable candidates difficult for companies and recruiters alike. Still, certain common success factors came up consistently in the interviews, the most important being building a high level of trust between CEO and COO. Trust comes from meeting obligations on both sides: The COO must truly support the CEO’s vision; keep ego in check; and exhibit strong execution, coaching, and coordination skills. The CEO must communicate faithfully, grant real authority and decision rights, and not stymie the COO’s career.
It’s surprising that COOs are not more common. They would be, the authors contend, if there were less confusion surrounding the role. As we continue to demystify that role, more companies will benefit from more effective leadership.
Asking the question, “What makes a great COO?” is akin to asking “What makes a great candidate for U.S. vice president?” It all depends on the first name on the ticket—the CEO.
New research sheds light on this most contingent, and most mysterious, of C-suite jobs. After in-depth conversations with dozens of executives who have held the position and with CEOs who have worked with COOs, the authors have concluded that different views of the COO role arise from the different motives behind creating the position in the first place. There are seven basic reasons why companies decide to hire a COO: to implement the CEO’s strategy; to lead a particular initiative, such as a turnaround; to mentor a young, inexperienced CEO; to complement the strengths or make up for the weaknesses of the CEO; to provide a partner to the CEO; to test out a possible successor; or to stave off the defection of a highly valuable executive, particularly to a rival.
This tremendous variation implies that there is no standard set of great COO attributes, which makes finding suitable candidates difficult for companies and recruiters alike. Still, certain common success factors came up consistently in the interviews, the most important being building a high level of trust between CEO and COO. Trust comes from meeting obligations on both sides: The COO must truly support the CEO’s vision; keep ego in check; and exhibit strong execution, coaching, and coordination skills. The CEO must communicate faithfully, grant real authority and decision rights, and not stymie the COO’s career.
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Persuasion: Convincing Others When Facts Don't Seem to Matter
In the post-fact, deeply divided world we live in, true persuasion is rare. Engaging with people holding differing opinions is rarer still. But for progress to take place, persuasion must happen. Whether it's convincing an employer you are right for the job, a customer that your product is the best, or your closed-minded uncle that good people can disagree, it takes the art--and science--of persuasion to move forward.
So, how do you change someone's mind--or at least advance the conversation--when everyone is entrenched in their own points of view? Communication expert Lee Hartley Carter has spent nearly twenty years advising and helping the world's most well-known companies do just that.
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Real Power: Stages of Personal Power in Organizations
Janet O. Hagberg has written a dynamic book about power—real, personal power—for forward-looking people and organizations who want to harness their own power for the common good. “I wrote this book,” says Hagberg, “to transform the way we think about power and leadership. It takes people on a journey beyond achievement and success to a stance in which power comes from their inner core and they lead from their souls.” There is no doubt that the world is ready for a new model of leadership. In this third edition, Janet Hagberg addresses much that she has learned from her readers. The result is a deepening of the descriptions of each stage, a new way to think about the dark side of each stage, new stories of each stage derived from her readers, a connection to the spirituality expressed at each stage, as well a description of “The Wall” between Stages Four and Five. Throughout the book, the author adds more of her personal story to illustrate her experiences and observations of each of the stages of power.
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The puzzle of motivation | Dan Pink
Career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don't: Traditional rewards aren't always as effective as we think. Listen for illuminating stories -- and maybe, a way forward.