基本信息·出版社：Harvard Business School Press ·页码：272 页 ·出版日期：2008年06月 ·ISBN：1422103285 ·International Standard Book Number： ...
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Total Leadership: Be a Better Leader, Have a Richer Life |
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Total Leadership: Be a Better Leader, Have a Richer Life |
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基本信息·出版社：Harvard Business School Press
·页码：272 页
·出版日期：2008年06月
·ISBN：1422103285
·International Standard Book Number：1422103285
·条形码：9781422103289
·EAN：9781422103289
·装帧：精装
·正文语种：英语
内容简介 在线阅读本书
Now more than ever, your success as a leader isn't just about being a great business person. You've got to be a great person, performing well in all domains of your life -- your work, your home, your community, and your private self.
That's a tall order.
The good news is that, contrary to conventional wisdom about "balance," you don't have to assume that these domains compete in a zero-sum game. Total Leadership is a game-changing blueprint for how to perform well as a leader not by trading off one domain for another, but by finding mutual value among all four. Stew Friedman shows you how to achieve these "four-way wins" as a leader who can:
Be real: Act with authenticity by clarifying what's importantBe whole: Act with integrity by respecting the whole personBe innovative: Act with creativity by experimenting to find new solutions
With engaging examples and clear instruction, Friedman provides more than thirty hands-on tools for using these proven principles to produce stronger business results, find clearer purpose in what you do, feel more connected to the people who matter most, and generate sustainable change.
Most leadership development books focus only on your professional skills, while books about personal growth concentrate on your needs beyond work. Total Leadership is different. It's a unique and long-awaited resource that shows how to win in all domains of life.
In a world of work-life trade-offs, Stew Friedman offers what most think impossible: a field-tested program that gives you not only what you want in business, but also what you want in life. Brilliant.
--Timothy Ferriss, New York Times bestselling author, The 4-Hour Workweek
Destined to be a classic, this is a remarkable book. I have studied leadership and led organizations for over twenty years. No other book has reshaped my thinking about leadership development as much as Total Leadership.
-- David A. Thomas, professor, Harvard Business School, and author, Breaking Through: The Making of Minority Professionals in Corporate America
Stew Friedman absolutely gets it. He is both a visionary and a much-needed advocate for a new kind of total leadership in the twenty-first century. What an empowering book!
-- Janet Hanson, Founder, 85 Broads
Total Leadership will help you build a life, not just a sum. Stew Friedman has written the owners manual for all types of leaders, young and old, who aspire to both professional success and personal fulfillment.
-- Tom Tierney, Chairman and Cofounder, The Bridgespan Group
The best leaders are those who stay connected to their communities, to the people they love, to themselves. In Stew Friedman s Total Leadership, you'll learn simple, powerful new ways to make these connections happen and enjoy the rich rewards that inevitably follow.
-- Keith Ferrazzi, CEO, Ferrazzi Greenlight, and author, Never Eat Alone
As the pace of business continues to race forward at lightening speed, Stew Friedman offers us an innovative and sustainable model for successful leadership. Total Leadership provides a unique proposition for individuals who strive to be their very best both personally and professionally.
-- Dave Lissy, CEO, Bright Horizons Family Solutions
Total Leadership is so aligned with my thinking as an HR executive and medical director of a global business. With practical tools and compelling stories, Friedman demonstrates how to achieve four-way wins a distinctive, important new concept for today s leaders.
--Dr. Robert W. Carr, Vice President and Corporate Medical Director, GlaxoSmithKline
作者简介 Stewart D. Friedman is the founding director of the Wharton School's Leadership Program and of Wharton's Work/Life Integration Project. He is the former head of Ford Motor Company's Leadership Development Center.
媒体推荐 Friedman...offers thoughtful insight into important leadership qualities that will improve results while allowing for a fulfilling life for leaders and their followers. --Booklist, June 1, 2008
Students talk about Stewart D. Friedman, a management professor at the Wharton School, with a mixture of earnest admiration, gratitude and rock star adoration. --The New York Times, May 28, 2008
目录 Preface -- How Total Leadership Came to Life
1. Introduction -- The Total Leadership Experience
Part I -- Be Real: Act with Authenticity
2. Clarify What's Important to You
3. Take the Four-Way View
Part II -- Be Whole: Act with Integrity
4. Respect the Whole Person
5. Talk to Your Stakeholders
Part III -- Be Innovative: Act with Creativity
6. Design Experiments
7. Bring Others Along With You
8. Conclusion -- Reflect and Grow Acknowledgements Appendices
A. Your Total Leadership Coaching Network
B. Scoring Four-Way Wins With Total Leadership in Your Organization
C. Further Reading Table of Exercises
1.1: Your Goals For The Total Leadership Program
2.1: Where Have You Come From?
2.2: A History of Your Future -- Your Leadership Vision
2.3: Your Core Values 2.4: Connecting the Dots
3.1: The Four-Way Attention Chart
3.2: The Four Circles
3.3: Domain Satisfaction -- The Four-Way Happiness Rating
3.4: Connecting the Dots
4.1: Who Matters Most?
4.2: Expectations Stakeholders Have of You
4.3: Expectations You Have of Stakeholders
4.4: See Your Life as a System You Can Change
4.5: Forms of Communication
5.1: Refine Your Approach
5.2: Uncover Underlying Interests and New Ways of Meeting Expectations
5.3: Get Inside Their Heads and Hearts
5.4: Talk, Take Notes, and Reflect
6.1: Identify Possible Four-Way Wins
6.2: Choose the Most Promising
6.3: Set Your Game Plans
6.4: Create Scorecard -- Goals
6.5: Create Scorecard -- Metrics
7.1: Get in the Game! Act, Adjust, Act, Adjust!
7.2: Serve Their Interests
7.3: Identify the Missing Pieces in Your Network
7.4: Grow Your Network
8.1: Review Your Scorecards
8.2: Review Stakeholder Expectations
8.3: Review What's Important
8.4: Return to Your Baseline
8.5: Distill Your Leadership Lessons
8.6: Your Development as Student and Coach
8.7: Tell Your Story
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