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Lead Relié – 27 septembre 2013
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Lead is a different kind of book. Rather than being the last word on leading others, it is meant to be the first word an invitation to the reader to reflect on what the leadership journey means to each and every individual.
At its core, Lead will benefit anyone who seeks to inspire, influence, or lead others, whether they are coaches, teachers, pastors, community organizers, politicians or are in the C–suite.
Lead offers an exploration of the essential elements of leadership, which author Gary Burnison defines as: purpose, strategy, people, measure, empower, reward, anticipate, navigate, communicate, listen, and learn all of which culminate in leading. Instead of taking the left–brain approach of paradigm shifts and leadership models, the author focuses on right–brain constants such as emotional connection, compassion, focusing on others, humility, and managing oneself. Lead readers will find inspiring stories, easy to digest analogies, reflective exercises and evocative images meant to give them pause, draw them in, and encourage introspection.
Description du produit
Quatrième de couverture
THE NEW YORK TIMES BEST–SELLING AUTHOR GARY BURNISON
- MEASURE & MONITOR
- INSPIRE & EMPOWER
- REWARD & CELEBRATE
Biographie de l'auteur
Détails sur le produit
- Éditeur : John Wiley & Sons (27 septembre 2013)
- Langue : Anglais
- Relié : 224 pages
- ISBN-10 : 1118750799
- ISBN-13 : 978-1118750797
- Poids de l'article : 588 g
- Dimensions : 16 x 1.78 x 23.62 cm
- Commentaires client :
À propos des auteurs
Meilleurs commentaires provenant d’autres pays
Whenever see and hear the words “inspire and empower”, I can naturally feel the inspiration and empowerment, which leverages on the advantages of words themselves – their pronunciations and imaginable meaning. It can also automatically visualize an authentic leader trumps charisma every day by moving his/her feet, wallet, and the tongue going in the same direction to let people “feel leaders’ force of the passion and commitment to transform the notions into actions”. Accordingly, “people will believe and be inspired to action”. Leaders can’t inspire others before getting themselves inspired by the purpose and strategy. A successful “inspire and empower” can never be working without an authentic leader, the key, who leads movements and realizes the actions narrated in stories.
In Lead, “inspire and empower” theory was perfectly conveyed within an ivory tower, provided several positive examples and shared the effective skills. While it didn’t touch the negative impact of wrong “inspire and empower” if leaders ask, hint or tolerate people to do wrong things for obtaining or protecting shared benefits. Any scandals of Arthur Anderson, Lehman Brothers and GSK China etc. could not be done by fake leaders only, but a group of people who were inspired and empowered by their fake leaders to share the same wrong things and damage company’s benefits. This is one risk exists in Lead and get people misled.
Empower is not about power, is about “people empower themselves so as the leader”. The Leader’s job “is to motivate them to feel, think, and act – and then to step far enough away from the action to allow them to won the process”. Again, what will happen if the leaders are not authentic, and they give the wrong direction? Or let empowerment become an excuse for fake leaders to take-off the responsibility? Isn’t this another high risk?
Among all examples, people only feel truly touched about “inspire and empower” when their leaders help them “by being behind them in success and in front of them in defeat”. My personal experience was I ever highly inspired when my former line manager showed up and demonstrated his passion & commitment when the team is in huge challenges. I do so, and keep learning to do it better. Big figures like Steve Jobs and Bill Gates, they have a lot emotional stories of inspiring and empowering their people and even the public, because they both do have values to follow. Otherwise, how can Apple and Microsoft become so great companies leading the world trend?
Mr. Gary Burnison, the author of Lead, is the CEO of Korn Ferry International, a world leading HR firm. When his people went on the wrong track, participated in the conspiracy with certain customer for financial target and reached to a crossroad, how should he demonstrate the power of “inspire and empower”? Or chose to tolerate and let people continue to go on their wrong way and eventually step far enough away? If he cannot demonstrate the authentic “inspire and empower” within Korn Ferry, does it mean what he wrote is just a fantasy story, which can never come true but confuse, mislead and even cheat?
Therefore, the 6th Absolute of Lead is continually an empty talk.