J-B US non-Franchise Leadership

The book is a new approach to leadership development, based on ground-breaking scientific research, field-tested under the most brutal conditions on the most difficult summits, and successfully applied in the training of executives, management teams and entrepreneurs throughout the world. Each chapter takes one core lesson and approaches it from three points of view. First, the authors introduce a key leadership principle learned from expeditions in the Himalayas and Andes. Then they bring these lessons to the world of business, with examples from their experiences in coaching entrepreneurs and business management teams. Finally, the authors look at the science behind these winning strategies, exploring these principles at their fundamental level. Each chapter concludes with a workbook-style summary, laying out the chapter's key points as a summarized, plan-of-attack blueprint that will help the reader: master the courage and skill to approach leadership from a practical perspective, overcome persistent barriers to performance, understand the source of dysfunctional behaviors that plague organizations and learn how to overcome and redirect them into productive results, understand why chronic management problems exist, where and why they originate and what to do about them, enrich profits, markets and organizational culture.

Based upon interviews with scores of leaders who lead with questions, this book presents the power of asking the questions that lead to real solutions and answers in today's complicated world of business. Leading with Questions provides a comprehensive foundation for effectively employing questions when leading others. It offers a variety of principles and strategies for asking questions and stories illustrating how leaders from every type of organization have used questions to attain organizational success and personal fulfillment. When, how, why, and where to lead with questions are described and exemplified. Companies cited include DuPont, Cargill, Boeing, Caterpillar, American Red Cross, Yurkan-Kimberly (Korea), Goodwill, Sodexho (France), Conoco-Philips, Constellation Energy, Novartis (Switzerland), Alcoa, Fairfax Public Schools, Pfizer, the US Army, Nokia (Finland) , IBS (Malaysia), DCDM Finance (Mauritius), Carvela, and Wal-mart Main themes: -Leading with questions leads to significant organizational, group and individual success. -Questions are much more powerful for a leader when they are asked within specific mindsets, context, words and purposes. Key conclusions: -Successful leaders lead with questions, and use questions more frequently. -Relative few leaders lead with questions, tending rather to dictate or debate rather than inquire and dialogue. Dire consequences occur when leaders do not ask questions (e.g., New York Times, Titanic, Challenger, Cuban Missile Crisis, Enron, Andersen). -Most leaders are unaware of amazing power of questions, and how it can generate short-term results and long-term learning and success. -A number of common traits and words are shared among those who lead with questions. -Questions impact the person asking the question as well as the leader. -The ability to lead with questions can be developed in a variety of ways, but most effectively via action learning.

Today’s HiPo coaches are challenged with the recurring task of weaving threads from several disciplines into a tapestry that is fit for purpose in helping their clients learn and succeed. In this sense, the coach has to become a discriminating eclectic, developing a keen sense of judgement to select which threads are best woven into the fabric and those that it would be better to simply throw away. This book is intended to be a cherished companion in that learning journey presented by the world’s greatest coaches, including: Marhsall Goldsmith, Paul Hersey (The Situational Leader), Beverly Kay (Love em or Leave em), John Baldoni (author of 11 leadership titles), David Ulrich (24 HR titles), Roosevelt Thomas Jr. (author of several Diversity titles), Marc Effron (One-page Talent Management), Richard Leider (The Power of Purpose), David Noer (Breaking Free), Kouzes "(The Female Vision), Jack Zenger (The Extraordinary Coach), Brian Tracy (author of dozens of human develop titles), Brian Tracy (Getting Things Done), John Stopford, emeritus professor of strategy, London Business School Maya Hu-Chan (Global Leadership), and Frances Hesselbein.

A Leaders Guide to Storytelling shows how storytelling is one of the few available ways to handle the principal and most difficult challenges of leadership: sparking action, getting people to work together, and leading people into the future. Using tons of examples and how-to techniques, Denning explains how you can learn to tell the right story at the right time. New to this edition: updated examples and techniques, drawn from his training DVD new chapter on how to use storytelling to create high-performance teams new chapter on narrative intelligence and how the most successful leaders use stories, rather than Power Points, to get their ideas across.

Leaders (and those that aspire to lead) at all levels in organizations are interested in succeeding, and yet, as these coaches to the cream of the crop explain, they sabotage their own success even the best and brightest fail at their efforts because they succumb to certain derailing behaviors : the eleven deadly sins. While the authors point out that these same behaviours might have gotten them to where they are to a certain extent -- at a certain point they cease to be positive and can turn negative and totally damaging to the unaware leader. The authors, both psychologists, will name and illustrate the eleven sins with real stories taken from behind their closed door practice. Cogent, straight and crisply written these short chapters will offer insight and inspiration for all leaders who may struggle with their dark side and be both a useful and fascinating read that will leave many recognizing themselves and the traps they can avoid to their own success.

Much has changed in the business world since the original publication of Leading Out Loud, Terry Pearces classic on authentic leadership communication. Now more than ever, the development of a leader’s message is as crucial to success as the delivery of that message. In this new and revised edition, Pearce explains that the events of recent years, including the September 11 tragedy and numerous corporate scandals, have caused a loss of confidence and increased the importance of authenticity in leadership and building loyalty to organizations. The revised edition still shows leaders in business, politics, and non-profit how to communicate their values and vision to inspire commitment, providing action steps and techniques and analyzing speeches by well-known leaders to give readers concrete methods for improving their communication. But Pearce also focuses more on everyday, spontaneous communication, and how to develop a message that works in any situation. He explores the internal work necessary to create an honest and compelling vision, and demonstrates how readers can find their authentic voices and articulate their messages with confidence.