Credibility: How Leaders Gain and Lose It, Why People Demand It
James M. Kouzes, Barry Z. Posner
Format: PDF / Kindle (mobi) / ePub
The first true revision of the classic book from the bestselling author of The Leadership Challenge
As the world falls deeper into economic downturns and warfare, the question of credibility (how leaders gain and lose it) is more important than ever. Building on their research from The Leadership Challenge, James Kouzes and Barry Posner explore in Credibility why leadership is above all a relationship, with credibility as the cornerstone, and why leaders must "Say what you mean and mean what you say." This first full revision of the book since its initial publication in 1993 features new case studies from around the world, fully updated data and research, and a streamlined format. Written by the premier leadership experts working today, Credibility:
- Reveals the six key disciplines that strengthen a leader's capacity for developing and sustaining credibility.
- Provides rich examples of real managers in action
- Includes updates to?the applications?and research
This personal, inspiring, and genuine guide helps you understand the fundamental importance of credibility for building personal and organizational success.
between energetic collective action and chaotic and frustrated anarchy. At one time, he aspired to be a Supreme Court justice, but realizing he would have to study law, he redirected his energies into understanding people, organizational systems, and the liberation of the human spirit. Barry can be reached at 408-554-4523, or via e-mail at email@example.com. More information about Jim and Barry, and their work, can be found at their Web site: www.leadershipchallenge.com. N A M E I N D E X
Usually in this interchange, both parties will learn more about the other's culture, as well as gain insight into the subtleties and unexamined aspects of their own. ? Keep in touch. Meet and spend time with your constituents to get to know them. Once you've had the face-toface communications that people prefer, supplement this with technological methods that enable you to stay in touch and be available. At UNUM Corporation, all 5,500 employees (not just in their Portland, Maine, headquarters
the city attorney, who cheerfully replied, "Why, of course you can do that. All you need to do is write the specifications so they include the warranty, the ease of maintenance, the availability of parts, and the resale value over time. Make sure that's clear in advance, and there's no problem. In fact, I assumed you were doing this all along." For Sensenbrenner, this was a stunning disclosure. The problem was thus not incompetent workers but a flawed system that failed to allow people sufficient
out, at most companies, "No one explains how one person's actions affect another's, how each department depends on the others, what impact they all have on the company as a whole. Most important, no one tells people how to make money and generate cash. Nine times out of ten, employees don't even know the difference between the two."28 So people at SRC are taught the rules (including how to read an income statement, what retained earnings and equity are, and so on) and shown how to keep score and
getting your point across, and more likely to be remembered by your constituents than policy pronouncements, lists, or statistics. In his book, Managing by Storying Around, David Armstrong, vice president at Armstrong International, offers some additional reasons why storytelling is an effective leadership practice. It's simple: anyone can tell a story. It's timeless: stories are fadproof. It's universally appealing: everybody, regardless of age, gender, race, listens to stories. It's fun: