The most successful leaders are able to balance between driving and supporting employees. Leaders that drive too hard are looked at as authoritarian and cruel even if they aren't , while leaders who are too supportive can be perceived as weak and lacking results even if they achieve them.
In their model, the driven leader would be high on the respect scale and the supportive leader on responsibility. They are the two sides of the pendulum that need to be balanced. Each side can be broken into smaller parts like empathy, accountability, and confidence.
Turkentt breaks down each section into relatable stories and actionable advice, while also digging into the foundational research to support the methods. This is now a staple book I use when training leaders on our team. Even the most advanced leaders can take away actionable improvements from this book.
And one that will almost surely build your personal communication skills, and thus the effectiveness of yourself, your reports, your supervisor, and your company. I recommend reading Andra Media's "Conflict Unraveled" first, as it provides a nice framework to better understand and appreciate the information in this newer work.
It takes a while to get into the somewhat stiff writing style, but it's worth the effort. Focused as it is on character principles as management tools, it's an excellent counterpart to my book, Principled Profit: Marketing that Puts People First, and a strong reminder that the success and empowerment of our own employees not only our responsibility as ethical leaders, but also crucial to our own success.
And yet, DPDC is also willing to step well outside the business world for the perfect example: such as the quiet heroism of Miep Gies, the Dutch secretary who sheltered Anne Frank and her family, and who saved Anne's diary after the Nazis raided the hidden dwelling. Under the category of respect, the authors group empathy, emotional mastery, lack of blame, and humility each with its own chapter ; the responsibility attributes include accountability, courage, self-confidence and integrity or wholeness.
On that last point, the book is filled with stories of executives and managers who were perceived as arrogant, not listening, needing to be protected from hurtful but necessary information, and driving forward their own agenda without meaningful input from others. Yet, in every case cited, once the manager became aware of the problem and took responsibility for it, change occurred very rapidly--usually within even a week or two.
Once direct reports started feeling that they were being heard and their advice was sought and implemented, major barriers crumbled quickly. In the last section, the authors note that sometimes doing the right thing is not obvious.
We all know not to steal, but when forced between betraying a confidential information or allowing a friend to make a disastrous decision, the choice is not easy. Yet, the authors cite a study of CEOs by the Southern Institute for Business and Professional Ethics; 99 percent felt that high ethical standards strengthen a company's competitive position.
To conclude, the Turknetts offer six tools to build personal integrity, and five to strengthen the integrity of a company. People who follow this philosophy may also want to look at the Business Ethics Pledge campaign, located at principledprofits. Turknett and Carolyn N. Turknett wrote this book before the corporate scandals of Enron, Tyco and WorldCom, so their emphasis on integrity as a crucial component of leadership is prescient.
They believe in emotional and life balance rather than ambition, and cooperation rather than competition. Every chapter is full of examples of people who have taken leadership roles based on these values, showing that it is, in fact, possible. We recommend this book to leaders and aspiring leaders - whether of organizations, companies, departments, or even social or family groups - who wish to find out how they, as individuals, can lead with integrity.
Leaders who truly believe in what they are doing and the people they are leading will embrace the challenge of further developing themselves using this leadership character model. Turknett Kindle. Posting Komentar. Both the individual and the company come out winners--and so does society as a whole.
Bob and Lyn Turknett. Research driven actionable leadership book for new and advanced leaders By Josh N Exceptional book on leadership! The most successful leaders are able to balance between driving and supporting employees. Leaders that drive too hard are looked at as authoritarian and cruel even if they aren't , while leaders who are too supportive can be perceived as weak and lacking results even if they achieve them.
In their model, the driven leader would be high on the respect scale and the supportive leader on responsibility. They are the two sides of the pendulum that need to be balanced. Each side can be broken into smaller parts like empathy, accountability, and confidence.
Turkentt breaks down each section into relatable stories and actionable advice, while also digging into the foundational research to support the methods. This is now a staple book I use when training leaders on our team. Even the most advanced leaders can take away actionable improvements from this book. And one that will almost surely build your personal communication skills, and thus the effectiveness of yourself, your reports, your supervisor, and your company.
I recommend reading Andra Media's "Conflict Unraveled" first, as it provides a nice framework to better understand and appreciate the information in this newer work. It takes a while to get into the somewhat stiff writing style, but it's worth the effort.
Focused as it is on character principles as management tools, it's an excellent counterpart to my book, Principled Profit: Marketing that Puts People First, and a strong reminder that the success and empowerment of our own employees not only our responsibility as ethical leaders, but also crucial to our own success. And yet, DPDC is also willing to step well outside the business world for the perfect example: such as the quiet heroism of Miep Gies, the Dutch secretary who sheltered Anne Frank and her family, and who saved Anne's diary after the Nazis raided the hidden dwelling.
Under the category of respect, the authors group empathy, emotional mastery, lack of blame, and humility each with its own chapter ; the responsibility attributes include accountability, courage, self-confidence and integrity or wholeness. On that last point, the book is filled with stories of executives and managers who were perceived as arrogant, not listening, needing to be protected from hurtful but necessary information, and driving forward their own agenda without meaningful input from others.
Yet, in every case cited, once the manager became aware of the problem and took responsibility for it, change occurred very rapidly--usually within even a week or two. Once direct reports started feeling that they were being heard and their advice was sought and implemented, major barriers crumbled quickly.
In the last section, the authors note that sometimes doing the right thing is not obvious. We all know not to steal, but when forced between betraying a confidential information or allowing a friend to make a disastrous decision, the choice is not easy.
Yet, the authors cite a study of CEOs by the Southern Institute for Business and Professional Ethics; 99 percent felt that high ethical standards strengthen a company's competitive position. To conclude, the Turknetts offer six tools to build personal integrity, and five to strengthen the integrity of a company. People who follow this philosophy may also want to look at the Business Ethics Pledge campaign, located at principledprofits. Turknett and Carolyn N. Turknett wrote this book before the corporate scandals of Enron, Tyco and WorldCom, so their emphasis on integrity as a crucial component of leadership is prescient.
They believe in emotional and life balance rather than ambition, and cooperation rather than competition. Every chapter is full of examples of people who have taken leadership roles based on these values, showing that it is, in fact, possible.
We recommend this book to leaders and aspiring leaders - whether of organizations, companies, departments, or even social or family groups - who wish to find out how they, as individuals, can lead with integrity. Leaders who truly believe in what they are doing and the people they are leading will embrace the challenge of further developing themselves using this leadership character model.
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Currently, really feel the life to get the amazing ways of book accomplishment. The inspiring people who lead with integrity, move things forward, garner commitment from others and are willing to ask the tough questions when necessary are the real leaders who generate and sustain cultures of character in organizations.
Decent People, Decent Company puts the power to develop the core qualities of leadership character into the hands of anyone dedicated to bringing integrity, respect and personal responsibility back to the workplace. Drawing on more than 25 years of experience working with hundreds of CEOs, managers and teams, this innovative husband-and-wife team provides both the inspiration and the tools to help people move from asking "Why don't they? Decent People, Decent Company identifies the eight essential traits of leadership character: empathy, emotional mastery, lack of blame, humility, accountability, courage, self-confidence and focus on the whole.
In chapters that focus on each quality, dozens of leaders bring to life the struggles and triumphs of developing the behaviors of character and ethical leadership required to bring out the best in everyone.
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