Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way by Ram Charan, Dennis Carey, Michael Useem
Is your firm’s board creating value—or destroying it?
Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map—for when to lead, when to partner, and when to stay out of the way.
Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model—a sharp departure from what has been demanded by governance activists, raters, and regulators—and reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authors’ broad and deep experience working with executives and directors from dozens of the world’s largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to:
• Define the central idea of the company
• Ensure that the right CEO is in place and potential successors are identified
• Recruit directors who add value
• Root out board dysfunction
• Select a board leader who deftly bridges the divide between management and the board
• Set a high bar on ethics and risk
With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for business people everywhere—whether they occupy the boardroom or the C-suite.
Bowling Alone: The Collapse and Revival of American Community by Robert D. Putnam
Drawing on vast new data that reveal Americans’ changing behavior, Putnam shows how we have become increasingly disconnected from one another and how social structures – whether they be PTA, church, or political parties – have disintegrated. Until the publication of this groundbreaking work, no one had so deftly diagnosed the harm that these broken bonds have wreaked on our physical and civic health, nor had anyone exalted their fundamental power in creating a society that is happy, healthy, and safe.
Community: The Structure of Belonging by Peter Block
Peter Block shares ideas for community building from fragmented societies into cohesive ones where all citizens can achieve their full potential as people. He shares ideas on how to develop the community-based leadership to begin that community transformation.
Get There Early: Sensing the Future to Compete in the Present by Bob Johansen
Nobody can predict the future, but you still have to make sense of it to be successful. Leaders are facing a world of volatility, uncertainty, complexity, and ambiguity – a world laced with dilemmas. Get There Early shows how to sense the future to provoke new ways of understanding the present. Institute for the Future’s Distinguished Fellow Bob Johansen uses 35 years of 10-year forecasting to unpack complex dilemmas and help leaders seed innovation and strategy. Get There Early helps leaders resolve the constant tension between judging too soon (the classic mistake of the problem solver) and deciding too late (the classic mistake of the academic).
Governance as Leadership: Reframing the Work of Nonprofit Boards by Richard P. Chait, William P. Ryan, Barbara E. Taylor
Written by noted consultants and researchers attuned to the needs of practitioners, Governance as Leadership redefines nonprofit governance. It provides a powerful framework for a new covenant between trustees and executives: more macrogovernance in exchange for less micromanagement. Informed by theories that have transformed the practice of organizational leadership, this book sheds new light on the traditional fiduciary and strategic work of the board and introduces a critical third dimension of effective trusteeship: generative governance. It serves boards as both a resource of fresh approaches to familiar territory and a lucid guide to important new territory, and provides a road map that leads nonprofit trustees and executives to governance as leadership.
Leadership and the New Science: Discovering Order in a Chaotic World by Margaret J. Wheatley
Leadership and the New Science launched a revolution by demonstrating that ideas drawn from quantum physics, chaos theory, and molecular biology could improve organizational performance. Margaret Wheatley called for free-flowing information, individual empowerment, relationship networks, and organizational change that evolves organically – ideas that have become commonplace. Now Wheatley’s updated classic, based on her experiences with these ideas in a diverse number of organizations on five continents, is available in paperback.
Leadership in the Era of Economic Uncertainty: Managing in a Downturn by Ram Charan
In Leadership in the Era of Economic Uncertainty, Ram Charan helps you steer your business through the minefield of contracting markets, cash shortages, and ongoing uncertainty. In this concise and highly accessible guide, the author provides practical actions you can execute immediately to protect cash flow vigilantly, even daily, and use cash more efficiently; use ground intelligence to survive the storm and position your business to thrive in the aftermath; develop a better understanding of your customers; reevaluate your pricing strategy and capital expenditures; and use cost cutting strategically.
Leading Change, With a New Preface by the Author by John P. Kotter
Millions worldwide have read and embraced John Kotter’s ideas on change management and leadership. From the ill-fated dot-com bubble to unprecedented M&A activity to scandal, greed, and ultimately, recession—we’ve learned that widespread and difficult change is no longer the exception. It’s the rule. Now with a new preface, this refreshed edition of the global bestseller Leading Change is more relevant than ever.
John Kotter’s now-legendary eight-step process for managing change with positive results has become the foundation for leaders and organizations across the globe. By outlining the process every organization must go through to achieve its goals, and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
Leading the Association: Striking the Right Balance Between Staff and Volunteers by James J. Dunlop
Leadership in associations is a responsibility shared between staff and volunteers. The most effective associations are able to maximize the contributions of staff and volunteers by appropriately defining their relationship. This relationship is not a static one, nor is there a perfect formula for splitting the responsibility. There are, however, some important principles that point to an appropriate direction for your association. This study identifies these principles for the first time. It introduces objective measures of staff-driven and volunteer-driven associations, based on careful research. It explores the relationships between staff and volunteer leaders and examines how and why their roles differ from one association to another. Finally, it identifies specific strategies that leaders may employ to shift the base of influence within their association.
Never Eat Alone: And Other Secrets to Success, One Relationship at a Time by Keith Ferrazzi, Tahl Raz
The secret to success, master networker Keith Ferrazzi claims, is in reaching out to other people. As Ferrazzi discovered early in life, what distinguishes highly successful people from everyone else is the way they use the power of relationships – so that everyone wins. In Never Eat Alone, Ferrazzi lays out the specific steps – and inner mindset – he uses to reach out to connect with the thousands of colleagues, friends, and associates in his network, people he has helped and who have helped him.
On Looking: Eleven Walks with Expert Eyes by Alexandra Horowitz
Alexandra Horowitz’s brilliant On Looking: Eleven Walks with Expert Eyes shows us how to see the spectacle of the ordinary—to practice, as Sir Arthur Conan Doyle put it, “the observation of trifles.” On Looking is structured around a series of eleven walks the author takes, mostly in her Manhattan neighborhood, with experts on a diverse range of subjects, including an urban sociologist, the well-known artist Maira Kalman, a geologist, a physician, and a sound designer. She also walks with a child and a dog to see the world as they perceive it. What they see, how they see it, and why most of us do not see the same things reveal the startling power of human attention and the cognitive aspects of what it means to be an expert observer.
As the million-plus readers of Inside of a Dog have discovered, Alexandra Horowitz is charmingly adept at explaining the mysteries of human perception. Trained as a cognitive scientist, she discovers a feast of fascinating detail, all explained with her generous humor and self-deprecating tone. On Looking presents the same engaging combination, this time in service to understanding how human beings encounter their daily worlds and each other.
Page by page, Horowitz shows how much more there is to see—if only we would really look. On Looking is nutrition for the considered life, serving as a provocative response to our relentlessly virtual consciousness. So turn off the phone and other electronic devices and be in the real world—where strangers communicate by geometry as they walk toward one another, where sounds reveal shadows, where posture can display humility, and the underside of a leaf unveils a Lilliputian universe—where, indeed, there are worlds within worlds within worlds.
Organizational Culture and Leadership by Edgar H. Schein
Regarded as one of the most influential management books of all time, this fourth edition transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition draws on a wide-range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.
Paid to Think: A Leader’s Toolkit for Redefining Your Future by David Goldsmith
Have you ever thought about the fact that a craftsman has more and better tools to solve challenges on the job than the leader of a business or organization does? Leadership “tools” are usually defined as computers, spreadsheets, data, and even experience, but in reality, leaders need thinking tools that are hard to come by, so they find themselves hunting and pecking for answers in books, at seminars, through on-the-job training programs, from mentors, and at business schools, and still, they’re left with gaps. Surely, most leaders are good at what they do, but the daily challenges of their jobs, like accelerating growth, increasing productivity, driving innovation, doing more with less, and balancing work with life don’t come with some sort of leadership toolkit…until now.
In Paid to Think, international consultant David Goldsmith presents his groundbreaking approach to leadership and management based on research revealing the twelve specific activities that all leaders perform on a daily basis, and he provides you with each activity’s accompanying tools and instructions proven to boost your performance and that of your entire organization.
Take the uncertainty out of everyday leading, convert ideas to realities, and maximize your intellectual value. Learn how decision makers at some of the world’s most successful organizations have already used Paid to Think’s universal and easily transferable tools—regardless of their industries, sectors, geographic locations, or management levels—as their greatest advantages in achieving more, earning more, and living more.
The Fifth Discipline: The Art & Practice of The Learning Organization by Peter Senge
This revised edition of Peter Senge’s bestselling classic, The Fifth Discipline, is based on fifteen years of experience in putting the book’s ideas into practice. As Senge makes clear, in the long run the only sustainable competitive advantage is your organization’s ability to learn faster than the competition. The leadership stories in the book demonstrate the many ways that the core ideas in The Fifth Discipline, many of which seemed radical when first published in 1990, have become deeply integrated into people’s ways of seeing the world and their managerial practices.
In The Fifth Discipline, Senge describes how companies can rid themselves of the learning “disabilities” that threaten their productivity and success by adopting the strategies of learning organizations—ones in which new and expansive patterns of thinking are nurtured, collective aspiration is set free, and people are continually learning how to create results they truly desire.
The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni
In The Five Dysfunctions of a Team Patrick Lencioni once again offers a leadership fable that is as enthralling and instructive as his first two best-selling books, The Five Temptations of a CEO and The Four Obsessions of an Extraordinary Executive. This time, he turns his keen intellect and storytelling power to the fascinating, complex world of teams.
Kathryn Petersen, Decision Tech’s CEO, faces the ultimate leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired? Will the company fail? Lencioni’s utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight.
Throughout the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams — even the best ones — often struggle. He outlines a powerful model and actionable steps that can be used to overcome these common hurdles and build a cohesive, effective team. Just as with his other books, Lencioni has written a compelling fable with a powerful yet deceptively simple message for all those who strive to be exceptional team leaders.
The Opposable Mind: Winning Through Integrative Thinking by Roger Martin
Instead of focusing on what exceptional leaders do, we need to understand and emulate how they think. Successful business people engage in what Martin calls integrative thinking creatively resolving the tension in opposing models by forming entirely new and superior ones. Drawing on stories of leaders as diverse as AG Lafley of Procter & Gamble, Meg Whitman of eBay, Victoria Hale of the Institute for One World Health, and Nandan Nilekani of Infosys, Martin shows how integrative thinkers are relentlessly diagnosing and synthesizing by asking probing questions including: What are the causal relationships at work here? and What are the implied trade-offs?
Martin also presents a model for strengthening your integrative thinking skills by drawing on different kinds of knowledge including conceptual and experiential knowledge. Integrative thinking can be learned, and The Opposable Mind helps you master this vital skill.