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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.
goals are being met. Questions for reflection . . . What should I or the organization do more or less of? How will I know if we’re on track? What milestones do we want to reach, by when? What story do the data tell? What’s behind the data? Why are the data trending the way they are? Chapter 6 The Sixth Absolute for Leaders: INSPIRE & EMPOWER “DELEGATE almost to the point of abdication.” Warren Buffett Peter Guber, Hollywood mogul and producer of films such as Rain Man and
as Guber puts it, “emotional transportation,” is your own authenticity. You need stories that you can own. Authenticity trumps charisma any day. As the leader, you don’t just deliver the message—you are the message. “If you want to move somebody, you’ve got to have your feet, your heart, your wallet, and your tongue going in the same direction,” says Guber. “As soon as they see those things going in different directions, you don’t seem authentic.” Stories are emotional transportation, and
never, ever makes the same mistake twice. LET GO Watching someone make those initially shaky steps toward mastering new skills takes discipline and patience. According to Korn/Ferry’s research, patience ranks 62nd out of 67 leadership skills. I think it is one of the world’s most valuable, rarely seen, and least celebrated leadership traits. It’s a challenge to practice patience when we are watching people struggle, particularly when we shoulder the responsibility for success. But it is in
means subscribing to an evolutionary mindset, a commitment to the idea that you can always get just a little bit better—or a lot. Questions for reflection . . . How can I balance staying the course with being responsive? If this company accomplishes only one thing this year, what should it be? How do I evaluate the right focus among myriad ideas and possibilities? Once I’ve set the target, how will I track and measure progress? What sources of feedback will help me understand whether we’re
solutions form when our minds are relaxed, rested, or focused on activities we enjoy. Seek out books, films, and other literature that study past successes and failures. Predicting the Future PLAY OUT FUTURE SCENARIOS Imagine the chain reaction of events if you were to set one thing in motion. If A, then B, then C. Then add in the contextual variables that you have no control over. If the business goes in this direction and the market behaves this way versus that way, then what can you