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Praise for Scaling LEADERSHIP
"Pixar is a creative company that has made it a priority to constantly re-examine itself, but even in a company like ours, certain leadership impediments can become impossible to see, and detrimental calcification can set in. As a consultant to me, Bill Adams has been an astonishingly quick study who was able to identify leadership issues and put me on a constructive path to remedy them. Bill's ability to see complex problems and help me generate gettable, actionable solutions has been both remarkable and pivotal in allowing us to bring a fresh leadership reset to a company in its 30th year. Bill and his partner Bob have captured the essence of the wisdom and the tools they bring to helping leaders in Scaling Leadership. I cannot recommend the book strongly enough?especially if you think you don't need it!"
?Jim Morris, President, Pixar Animation Studios
"The Leadership Circle lens is a gift that keeps on giving! Its enormous database has long provided unrivalled quantitative power. Now, in Scaling Leadership, Anderson and Adams open up the corresponding qualitative treasure-trove to further illuminate the paths to truly transformative leadership. A must-read for all leaders, and those who help them!"
?Robert Kegan and Lisa Lahey, Harvard University faculty and co-authors of
Immunity to Change and An Everyone Culture
"The future of capitalism is conscious capitalism. A conscious business can only emerge through conscious leadership at scale. Anderson and Adams, in Scaling Leadership, clearly and practically show you how to become a more conscious and effective leader, how to replicate that in your teams, and how to scale conscious leadership throughout the organization. Read this book and put it into practice!"
?John Mackey, Co-founder and CEO, Whole Foods Market, Co-founder, Conscious Capitalism Inc.
"Scaling Leadership is an excellent read?really on the mark. I am enthused to endorse. It hits any number of themes that are essential to leading well. I will call out two that resonate strongly with my experience. First, we lead people, not balance sheets or machines. In the end, our ability to call forth discretionary energy is what distinguishes us as leaders, and the ability to do that is learnable. This book will challenge you to do just that and will show you how. Second, as I transitioned into the President and later the CEO role, I needed to rethink my role and understand where my leverage came from. The migration was from what had gotten me there?business/financial acumen, strategic skill, problem solving, focus, etc.?to a far greater focus on understanding how to create a highly engaged culture tied to purpose/aspiration and cultivate leaders who could do the same. The prior skills are really important (I still use them routinely) but would have been limiting if I hadn't augmented them with new skills. The emphasis this book places on these themes?and the way the authors develop the case?makes great sense. I strongly recommend this book to anyone in (or aspiring to) a senior position of leadership."
?Gerry Anderson, Chairman and CEO, DTE Energy
Praise for Scaling LEADERSHIP
"Pixar is a creative company that has made it a priority to constantly re-examine itself, but even in a company like ours, certain leadership impediments can become impossible to see, and detrimental calcification can set in. As a consultant to me, Bill Adams has been an astonishingly quick study who was able to identify leadership issues and put me on a constructive path to remedy them. Bill's ability to see complex problems and help me generate gettable, actionable solutions has been both remarkable and pivotal in allowing us to bring a fresh leadership reset to a company in its 30th year. Bill and his partner Bob have captured the essence of the wisdom and the tools they bring to helping leaders in Scaling Leadership. I cannot recommend the book strongly enough?especially if you think you don't need it!"
?Jim Morris, President, Pixar Animation Studios
"The Leadership Circle lens is a gift that keeps on giving! Its enormous database has long provided unrivalled quantitative power. Now, in Scaling Leadership, Anderson and Adams open up the corresponding qualitative treasure-trove to further illuminate the paths to truly transformative leadership. A must-read for all leaders, and those who help them!"
?Robert Kegan and Lisa Lahey, Harvard University faculty and co-authors of
Immunity to Change and An Everyone Culture
"The future of capitalism is conscious capitalism. A conscious business can only emerge through conscious leadership at scale. Anderson and Adams, in Scaling Leadership, clearly and practically show you how to become a more conscious and effective leader, how to replicate that in your teams, and how to scale conscious leadership throughout the organization. Read this book and put it into practice!"
?John Mackey, Co-founder and CEO, Whole Foods Market, Co-founder, Conscious Capitalism Inc.
"Scaling Leadership is an excellent read?really on the mark. I am enthused to endorse. It hits any number of themes that are essential to leading well. I will call out two that resonate strongly with my experience. First, we lead people, not balance sheets or machines. In the end, our ability to call forth discretionary energy is what distinguishes us as leaders, and the ability to do that is learnable. This book will challenge you to do just that and will show you how. Second, as I transitioned into the President and later the CEO role, I needed to rethink my role and understand where my leverage came from. The migration was from what had gotten me there?business/financial acumen, strategic skill, problem solving, focus, etc.?to a far greater focus on understanding how to create a highly engaged culture tied to purpose/aspiration and cultivate leaders who could do the same. The prior skills are really important (I still use them routinely) but would have been limiting if I hadn't augmented them with new skills. The emphasis this book places on these themes?and the way the authors develop the case?makes great sense. I strongly recommend this book to anyone in (or aspiring to) a senior position of leadership."
?Gerry Anderson, Chairman and CEO, DTE Energy
ROBERT J. ANDERSON is the Founder, Chairman, and Chief Creative Officer of The Leadership Circle, and co-founder of the Full Circle Group. Anderson created The Leadership Circle Profile (LCP) (the first of its kind) a 360-degree feedback tool integrating behavioral competencies with underlying motivational systems.
WILLIAM A. ADAMS is the CEO of the Leadership Circle, and Co-founder and CEO of the Full Circle Group. He has worked with CEOs, senior leaders, and boards of directors as a leadership consultant and trusted advisor for over 30 years. Clients include the CEOs and teams of major Fortune 500 corporations (public and private), non-profits and private equity start-up businesses. He works with executives in the areas of business transformation, leadership effectiveness, performance improvement, strategy alignment and execution.
Foreword xiii
Acknowledgments xv
Introduction xix
Chapter 1 Exposed at Scale 1
Leadership at Scale 2
The Development Gap 4
The Spiritual Journey of Leadership 9
Chapter 2 Profiles in Leadership 13
Optimal Leadership Circle Profile 15
Conditions for Scale 21
Bridging the Development Gap 28
Chapter 3 Getting a Street View on Leadership 31
Sample Demographics 33
How Different Are These Groups? 33
So What? 37
Chapter 4 High-Creative Leadership Strengths 39
Strengths of High-Creative Leaders 40
Top 10 Skills for High-Creative Leaders 41
Biggest Strength Gaps 43
What Surprised Us? 44
Contribution of Women Leaders 45
Scaling Leadership 49
Chapter 5 The Strengths of High-Reactive Leaders 53
Top 10 Strengths of High-Reactive Leaders 54
Non-Differentiating Strengths 55
Redefining Leadership 60
Chapter 6 Leader Liabilities 65
How We Interrupt Our Effectiveness 65
Top 10 Liabilities of High-Reactive Leaders 66
Case Example: President Edwardo 69
Leadership Ratio 71
What Is Your Return on Leadership? 73
Relationship-Task Balance 73
Chapter 7 The Canceling Effect 79
The Canceling Effect 80
Does Your Leadership Scale? The Impact of Non-
Differentiating Strengths 83
Seven Multiples, Seven Canceling Effects 84
Systemic Canceling Effects 87
Are You Amplifying Your Multiple or Your Canceling Effect? 89
A Matter of Development (The Peter Principle Revisited) 91
Chapter 8 How Leaders Scale Leadership 95
Case in Pont: Jeff Hilzinger 95
Scaling Leadership Beyond Yourself 96
Jeff Hilzinger: A Transformational Leader 111
Chapter 9 Full-Spectrum Leadership 115
The Middle Groups 116
A Pathway of Development 117
A Deeper Dive into the Data 118
So What? Key Conclusions 124
Where Are You? 127
It's Time for an Upgrade 129
Chapter 10 Reactive Leadership 131
Canceled Gifts and Competing Liabilities 134
Heart-Centered Leaders 135
Will-Centered Leaders 140
Head-Centered Leadership 144
The Universal Model Maps Core Patterns 149
Chapter 11 Transforming Reactive into Creative Leadership 153
Shift from Reactive to Creative in Three Movements 155
Three Movements, One Symphony 161
Complementary Competencies 163
Developing Conscious Leadership 166
Chapter 12 Practices That Transform Leadership 169
How to Change 171
Establish Generative Tension 173
Tell the Truth About What We Want 173
Discerning Purpose 174
Distill Vision 175
Outcomes and Behavior 176
Telling the Truth About Current Reality 178
Be Intentional 182
Stop, Challenge, Choose 182
Practice 184
Intuition 184
Reflection 185
Feedback 187
Truth Telling 188
Lead the Change 189
Chapter 13 Integral Leadership Informed by Grace 193
Appendix A Leadership Circle Profile Summary Dimensions 201
Appendix B Leadership Effectiveness and Business Performance 207
Appendix C Research Methodology 211
Description of LQ Indicator and the Selection of Specific Samples Based on LQ 211
Description of Qualitative Analysis of Comment Feedback 213
Appendix D Definitions of Thematic Strengths and Liabilities 215
Appendix E Theorists Integrated into the Leadership Circle Universal
Model of Leadership 221
About the Authors 226
Notes 228
References 235
Index 243
| Erscheinungsjahr: | 2019 |
|---|---|
| Fachbereich: | Management |
| Genre: | Importe, Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Buch |
| Inhalt: | 288 S. |
| ISBN-13: | 9781119538257 |
| ISBN-10: | 1119538254 |
| Sprache: | Englisch |
| Einband: | Gebunden |
| Autor: |
Anderson, Robert J
Adams, William A |
| Hersteller: | Wiley |
| Verantwortliche Person für die EU: | Wiley-VCH GmbH, Boschstr. 12, D-69469 Weinheim, amartine@wiley-vch.de |
| Maße: | 236 x 154 x 32 mm |
| Von/Mit: | Robert J Anderson (u. a.) |
| Erscheinungsdatum: | 30.01.2019 |
| Gewicht: | 0,481 kg |
ROBERT J. ANDERSON is the Founder, Chairman, and Chief Creative Officer of The Leadership Circle, and co-founder of the Full Circle Group. Anderson created The Leadership Circle Profile (LCP) (the first of its kind) a 360-degree feedback tool integrating behavioral competencies with underlying motivational systems.
WILLIAM A. ADAMS is the CEO of the Leadership Circle, and Co-founder and CEO of the Full Circle Group. He has worked with CEOs, senior leaders, and boards of directors as a leadership consultant and trusted advisor for over 30 years. Clients include the CEOs and teams of major Fortune 500 corporations (public and private), non-profits and private equity start-up businesses. He works with executives in the areas of business transformation, leadership effectiveness, performance improvement, strategy alignment and execution.
Foreword xiii
Acknowledgments xv
Introduction xix
Chapter 1 Exposed at Scale 1
Leadership at Scale 2
The Development Gap 4
The Spiritual Journey of Leadership 9
Chapter 2 Profiles in Leadership 13
Optimal Leadership Circle Profile 15
Conditions for Scale 21
Bridging the Development Gap 28
Chapter 3 Getting a Street View on Leadership 31
Sample Demographics 33
How Different Are These Groups? 33
So What? 37
Chapter 4 High-Creative Leadership Strengths 39
Strengths of High-Creative Leaders 40
Top 10 Skills for High-Creative Leaders 41
Biggest Strength Gaps 43
What Surprised Us? 44
Contribution of Women Leaders 45
Scaling Leadership 49
Chapter 5 The Strengths of High-Reactive Leaders 53
Top 10 Strengths of High-Reactive Leaders 54
Non-Differentiating Strengths 55
Redefining Leadership 60
Chapter 6 Leader Liabilities 65
How We Interrupt Our Effectiveness 65
Top 10 Liabilities of High-Reactive Leaders 66
Case Example: President Edwardo 69
Leadership Ratio 71
What Is Your Return on Leadership? 73
Relationship-Task Balance 73
Chapter 7 The Canceling Effect 79
The Canceling Effect 80
Does Your Leadership Scale? The Impact of Non-
Differentiating Strengths 83
Seven Multiples, Seven Canceling Effects 84
Systemic Canceling Effects 87
Are You Amplifying Your Multiple or Your Canceling Effect? 89
A Matter of Development (The Peter Principle Revisited) 91
Chapter 8 How Leaders Scale Leadership 95
Case in Pont: Jeff Hilzinger 95
Scaling Leadership Beyond Yourself 96
Jeff Hilzinger: A Transformational Leader 111
Chapter 9 Full-Spectrum Leadership 115
The Middle Groups 116
A Pathway of Development 117
A Deeper Dive into the Data 118
So What? Key Conclusions 124
Where Are You? 127
It's Time for an Upgrade 129
Chapter 10 Reactive Leadership 131
Canceled Gifts and Competing Liabilities 134
Heart-Centered Leaders 135
Will-Centered Leaders 140
Head-Centered Leadership 144
The Universal Model Maps Core Patterns 149
Chapter 11 Transforming Reactive into Creative Leadership 153
Shift from Reactive to Creative in Three Movements 155
Three Movements, One Symphony 161
Complementary Competencies 163
Developing Conscious Leadership 166
Chapter 12 Practices That Transform Leadership 169
How to Change 171
Establish Generative Tension 173
Tell the Truth About What We Want 173
Discerning Purpose 174
Distill Vision 175
Outcomes and Behavior 176
Telling the Truth About Current Reality 178
Be Intentional 182
Stop, Challenge, Choose 182
Practice 184
Intuition 184
Reflection 185
Feedback 187
Truth Telling 188
Lead the Change 189
Chapter 13 Integral Leadership Informed by Grace 193
Appendix A Leadership Circle Profile Summary Dimensions 201
Appendix B Leadership Effectiveness and Business Performance 207
Appendix C Research Methodology 211
Description of LQ Indicator and the Selection of Specific Samples Based on LQ 211
Description of Qualitative Analysis of Comment Feedback 213
Appendix D Definitions of Thematic Strengths and Liabilities 215
Appendix E Theorists Integrated into the Leadership Circle Universal
Model of Leadership 221
About the Authors 226
Notes 228
References 235
Index 243
| Erscheinungsjahr: | 2019 |
|---|---|
| Fachbereich: | Management |
| Genre: | Importe, Wirtschaft |
| Rubrik: | Recht & Wirtschaft |
| Medium: | Buch |
| Inhalt: | 288 S. |
| ISBN-13: | 9781119538257 |
| ISBN-10: | 1119538254 |
| Sprache: | Englisch |
| Einband: | Gebunden |
| Autor: |
Anderson, Robert J
Adams, William A |
| Hersteller: | Wiley |
| Verantwortliche Person für die EU: | Wiley-VCH GmbH, Boschstr. 12, D-69469 Weinheim, amartine@wiley-vch.de |
| Maße: | 236 x 154 x 32 mm |
| Von/Mit: | Robert J Anderson (u. a.) |
| Erscheinungsdatum: | 30.01.2019 |
| Gewicht: | 0,481 kg |
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