リーダーの会話術 Leadership Conversations : Challenging High-Potential Managers to Become Great Leaders

リーダーの会話術<br>Leadership Conversations : Challenging High-Potential Managers to Become Great Leaders

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Leadership Conversations : Challenging High-Potential Managers to Become Great Leaders

Berson, Alan S./ Stieglitz, Richard G.

ウェブストア価格 ¥5,337（本体¥4,852）
Jossey-Bass Inc Pub（2013/02発売）
外貨定価 US$ 27.95
ポイント 48pt

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製本 Hardcover:ハードカバー版／ページ数 301 p.
言語 ENG
商品コード 9781118378328
DDC分類 658.4092

基本説明

Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developnig others.

Full Description

Conversation techniques and tools that can help strong managers become great leaders Often the very same skills and traits that enable rising stars to achieve success "tenacity, aggressiveness, self-confidence" become liabilities when promoted into a leadership track. While managers' conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth.

Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developing others
Provides an action plan for boosting your personal leadership potential, as well for developing leadership skills in others
Draws on the authors' rich experience coaching and working with leaders at a wide range of organizations, including NASA, the U.S. Navy, intelligence agencies, Boeing, Gillette, Bausch & Lomb, and Georgetown University

Leadership Conversations is required reading for both high-potential managers looking to make it to the next level and leaders looking to develop their people.

Preface: Are You Having Leadership Conversations? xiii

Part 1 The High-Potential Challenges 1

1 Do You Really Want to Be a Leader? 3

2 What Blend of Management and Leadership Mindsets Is Best? 11

3 Have You Had Leadership Conversations Today? 19

4 Where Do You Stand on the Leadership Ladder? 29

Part 2 Conversations to Build Relationships 35

5 Learn the New Rules 37

6 Your Relationships Define You 47

7 Know Your Strengths and Their Shadows 57

8 People Aren't Machines 65

9 Don't Let Them Assume They Know What You're Thinking 75

10 Embrace Differences 83

Part 3 Conversations to Develop Others 89

11 The Battle for Talent 91

12 The Challenge of Leading Other High Potentials 103

13 Conversations You Must Have 115

14 What Gets in Your People's Way? 127

15 Recognition—Making It All Worthwhile 139

Part 4 Conversations to Make Decisions 147

16 Develop Your Judgment Gene 149

17 What You Know Is Irrelevant 161

18 Be Curious—Ask Great Questions 173

19 If You Can't Change, Retire 187

Part 5 Conversations to Take Action 197

20 Moving Smoothly into Action 199

21 Planning Successful Actions 207

22 When Things Change 215

23 Lessons from Success and Failure 225

24 Inspiring People in Turbulent Times 233

Part 6 Your Leadership Conversations 243

25 Conversations at the Top 245

26 Conversations for Executive Leaders 251

27 Conversations for Managers of Managers 257

28 Conversations for First-Line Managers 263

29 Your Personal Action Plan 269

Notes 275

Bibliography 277

Acknowledgments 281

About the Authors 283

Index 285