Leading Blog






07.01.22

First Look: Leadership Books for July 2022

First Look Books

HERE'S A LOOK at some of the best leadership books to be released in July 2022. Be sure to check out the other great titles being offered this month.

 

9781529369779Inside Out: Elite Performance from Within by Charlie Unwin

In any high-pressure environment, from special operations to the operating theatre, you can divide people into two groups - those who control their performance from the inside out, and those whose performance is controlled from the outside in. In Inside Out, Charlie Unwin, one of the world's leading performance psychologists, explains the techniques that enable the elite to perform at their best under immense pressure. It reveals how they think, prepare and perform, taking you inside the highly unpredictable modern battlefield, the chaos of the catwalk, the operating theatre, the stadium, the maximum-security prison and the opera house. Whatever the challenge, whether life-or-death, or simply chasing a promotion at work, we are all susceptible to becoming 'outside in' - when you start paying more attention to the thought of not messing up than the process of doing something well. The 'Inside Out' method helps you gain control so that you can have a greater impact. It's about mindset, learning new skills, maintaining confidence and sustaining great results over time.

9789401478465Why Innovation Fails: And How to Succeed in Seven Steps by Joachim De Vos

Exploring the dos and don’ts of sustainable corporate innovation, this book explains the most frequently made mistakes and highlights the most common pitfalls in the innovation process. To remain successful, organizations must be able to respond effectively to the fast pace of change or even stay one step ahead of it. To make this possible, it is crucial to look at the future in the right way. This means embracing uncertainty, seizing opportunities and recognizing threats in good time. Through the author's insightful and knowledgeable text, you will gain greater insight into the technological evolutions of the next 10 years and discover how this insight can be turned into a concrete approach that will build future-proof and successfully innovating companies and organisations.

9781119822479Driving Results: Six Lessons Learned from Transforming An Iconic Company by Gary A. Garfield

In Driving Results: Six Lessons Learned from Transforming an Iconic Company, now-retired Bridgestone CEO Gary Garfield delivers an incisive and eye-opening road map of how to transform any organization, department, or group. Through a series of massive changes, Garfield drove record results while the CEO. By sharing his learnings on driving change in this insightful book, you’ll learn how you can use the six essential elements to drive results through change at your organization or with your team.

9781647823016The Upside of Uncertainty: A Guide to Finding Possibility in the Unknown by Nathan Furr and Susannah Harmon Furr

In The Upside of Uncertainty, INSEAD professor Nathan Furr and entrepreneur Susannah Harmon Furr provide a sweeping guide to embracing uncertainty and transforming it into a force for good. Drawing from hundreds of interviews, along with pioneering research in psychology, innovation, and behavioral economics, Nathan and Susannah provide dozens of tools—including mental models, techniques, and reflections—for seeing the upside of uncertainty, developing a vision for what to do next, and opening ourselves up to new possibilities.

9781324092032The Metaverse: And How it Will Revolutionize Everything by Matthew Ball

From the leading theorist of the Metaverse comes the definitive account of the next internet: what the Metaverse is, what it will take to build it, and what it means for all of us. The term “Metaverse” is suddenly everywhere, from the front pages of national newspapers and the latest fashion trends to the plans of the most powerful companies in history. It is already shaping the policy platforms of the US government, the European Union, and the Chinese Communist Party. But what, exactly, is the Metaverse? As pioneering theorist and venture capitalist Matthew Ball explains, it is a persistent and interconnected network of 3D virtual worlds that will eventually serve as the gateway to most online experiences, and also underpin much of the physical world. For decades, these ideas have been limited to science fiction and video games, but they are now poised to revolutionize every industry and function, from finance and healthcare to education, consumer products, city planning, dating, and well beyond.

9781631958052Ignite a Shift: Engaging Minds, Guiding Emotions and Driving Behavior by Stephen McGarvey

The ability to persuade and influence is the cornerstone of success. In Ignite a Shift, internationally acclaimed speaker Stephen McGarvey explores the subtleties of effective communication and highlights the essential fact that thinking impacts emotions which drive behavior. It is the quintessential guide to communication, positive persuasion and influencing with integrity. It reveals the proven techniques that the world's most effective leaders are using to motivate themselves and others to excel professionally and personally.

More Titles

9780593489444 9781647822811 9781119900085 9781523001934

For bulk orders call 1-626-441-2024

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“To add a library to a house is to give that house a soul.”
— Cicero

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Whats New in Leadership Books Summer Reading 2022

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Podcast Episode #001: Karl Moore – We Are All Ambiverts Now

Podcast Karl Moore

SO you’re an introvert. What now? In this episode we talk about introverts, extroverts, and ambiverts: what are they, and how does it impact our leadership and the workplace.

You can find more details and resource links on the episode home page.

Spotify   Spotify   Spotify

Karl Moore is a professor at McGill University, an Oxford University Associate Fellow, and author of the upcoming book, OK Boomer: Working with Millennials and Generation Z. He hosts a weekly program called, “The CEO Series” where he interviews global thought and business leaders one-on-one. He has done extensive research on introverts and extroverts, and something in between called ambiverts. He has recently presented his research on introverts at Harvard Business School, Oxford, IMD, and the Stanford Business School.

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Heroes They Can Become

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06.30.22

Leading Thoughts for June 30, 2022

Leading Thoughts

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Scientist Marie Curie on the importance of self-improvement for the betterment of self and others:

“You cannot hope to build a better world without improving the individuals. To that end, each of us must work for his own improvement, and at the same time share a general responsibility for all humanity, our particular duty being to aid those to whom we think we can be most useful.”

Source: Pierre Curie (Autobiographical Notes)

 

II.

Thomas Mitchell, a farmer, on productivity:

“It is wonderful how much work can be got through in a day, if we go by the rule—map out our time, divide it off, and take up one thing regularly after another. To drift through our work, or to rush through it in a helter-skelter fashion, ends in comparatively little being done. ‘One thing at a time’ will always perform a better day’s work than doing two or three things at a time. By following this rule, one person will do more in a day than another does in a week.”

Source: Essays on Life by Thomas Mitchell, Farmer

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Whats New in Leadership Books Summer Reading 2022

Posted by Michael McKinney at 02:03 PM
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LeadershipNow 140: June 2022 Compilation

twitter

twitter Here are a selection of tweets from June 2022 that you don't want to miss:

See more on twitter Twitter.

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Emotion by Design Leadership Classics

Posted by Michael McKinney at 06:32 AM
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06.27.22

Emotion By Design: Creative Leadership Lessons

Emotion By Design

EMOTION moves people and creates attachment. A brand that constructs powerful emotional bonds with its consumers generates a reaction that gives it a unique competitive advantage. It is emotion by design.

In Emotion by Design, former Nike global brand leader Greg Hoffman says that “art and marketing can fulfill the same ends, and should often try to fulfill the same ends.” Guiding that idea is the understanding that “art only moves people when they feel inspired or heard or driven to excellence.”

As brand marketers, our job is to show the world to our audience in novel, insightful, and at times provocative ways. We do this with our ability to see the insights and the truths that others miss, and reveal those insights and truths to our audience through the means of images, films, campaigns, architecture, and products. Whatever the medium, we share our brand’s values and purpose through insightful stories that move our audience, that elicit a specific emotion, and that build lasting bonds between consumer and brand.

It all begins with empathy. “Our ability to understand and share the feelings of someone else is what allows us to get to the deeper truths and begin fashioning a story around them.” And, of course, curiosity. “Curiosity is the catalyst for creativity. It’s what allows you to see opportunities and harness the inspiration to seize them.” It’s about getting outside yourself.

Reaching people in new and different ways requires some risk. Many leaders are uncomfortable with the creative risk-taking and rein it in before it even gets started. But to create that emotional bond with your consumers, you need to cultivate a culture of risk-taking. While this doesn’t mean throwing all caution to the wind, it does mean that you incentivize it. “Does an organization actively reward bold ideas? Does the leadership team make time to listen to those ideas? If an unconventional idea doesn’t work, are the creators encouraged to try again?” For Hoffman, that means not playing safe but playing to win. To lead from the front and let your competition react.

He notes that “Innovation breakthroughs are rarely created with caution.” And importantly, “We do not take risks because we want to try something new. We take risks because we want to create new modes of thought, of communication, of engagement. We take risks because the world never stops turning and the consumer’s expectations never stop expanding.”

What do consumers see when they see you? It is an ongoing story. “The best stories have one thing in common: They touch on the human imagination and elicit an emotional response.” In example after example, he gives a behind-the-scenes look at how the team at Nike did just that—communicated their story in a way that connected with different people in different contexts. Their “Find Your Greatness” campaign redefined what it meant to be great for each one of us, and it expanded their relatability.

Hoffman advises that we should not chase cool. “There are cool trends, but no one’s created an icon by following a trend. You create an icon by starting a trend. If you chase one, then you’re probably trying to be something you’re not—and consumers are experts on exposing inauthenticity.” Be who you are, and get cool to chase you.

One way to do this is to “play in the intersections.” Be curious. “Don’t stay in your lane. Merge into other currents that share your brand values. By crossing paths with the worlds of art, music, and beyond, you can invite new consumers into your brand and, in turn, have a greater impact on culture.”

If you’re looking for inspiration and greater impact, Emotion by Design will get you looking in the right direction and help you to spark your own revolution.

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Become a Brand Renegade Ironclad Brand

Posted by Michael McKinney at 01:54 PM
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06.24.22

Connecting Your Employees to a Higher Purpose

Steve Curtin

IN 2016, I had an experience while working with a sophisticated, billion-dollar technology company that, for me, was a seminal moment. I was invited to speak to a group of senior managers at the company’s annual leadership summit on the topic of connecting to purpose at work. My client and I devised a quick activity to determine how many of the 222 leaders in attendance could recall the company’s single-sentence corporate mission statement.

Prior to my presentation, we distributed index cards to all participants. We asked them to record the one-sentence mission statement on the card from memory, without the aid of a smartphone or the colleagues seated next to them..

Guess what we discovered? Only 4 of the 222 leaders in attendance (less than 2%) could accurately recall the company’s pithy guiding statement. Thirty-four participants (15%) left their cards blank or answered with a question mark. One senior manager thought it was a trick question and wrote, “As far as I know, we don’t have a corporate mission statement right now.”

This experience reinforced an observation that has directed my work’s focus ever since: Although organizations consistently develop corporate mission, vision, and purpose statements, leadership is inconsistently able to recall them. As a result, leaders are unable to reveal these corporate ideals to employees, connect them to employees’ daily work activities, and leverage them to inspire greater employee engagement.

Start with Your Organization’s Purpose and Core Values

It’s not possible to be purpose-driven if a company’s purpose hasn’t been articulated and communicated at all levels of the organization. So, the first order of business is to articulate organizational purpose followed by a set of core values..

A purpose statement, in its simplest form, expresses why the organization exists—beyond simply making a profit. It may also illustrate how your product or service positively impacts stakeholders.

For example, United Airlines’ purpose is “Connecting people. Uniting the world.”

This purpose applies universally across all job roles. Whether a pilot who connects passengers between points of origin and their destinations, a mechanic who keeps planes in service, or a reservations agent who facilitates complicated itineraries, all reflect the airline’s raison d'être, its reason for being—connecting people and, in doing so, uniting the world.

With a purpose statement in place, you can turn your attention to the core values that guide employees’ actions and behaviors.

A word of caution: Too many companies develop imitative lists of core values that are indistinguishable from those of their competitors. Most Fortune 100 companies, for example, claim integrity as a core value, and nearly half tout customer satisfaction and teamwork. While these are inarguably noble values, they don’t distinguish one company from another. Be certain that the core values you adopt reflect your organization’s unique character, culture, and purpose.

Once you have a set of solid core values, you should add context to them by expanding them into value statements. These are pithy descriptions of how your organization interprets its values. Each value statement is further described by behaviors that demonstrate the value in action in employees’ real world of work. Here’s an example:

  • Core value: Keep promises.
  • Value statement: We believe that making a promise is a commitment to keep our word. Each time you successfully honor a commitment, it reflects your integrity, trustworthiness, and priorities.
  • Behaviors: This happens when we honor our word, are dependable, and make responsiveness a priority.

It would be difficult for an employee or vendor partner to repeatedly miss deadlines in an organization that has codified behavioral expectations related to honoring commitments.

Completing this activity will immediately separate your organization from the vast majority that merely post their values on their websites and enshrine them behind framed panes of glass in executive corridors. It will also convey to employees and other stakeholders that you’ve thought about how your organization uniquely interprets and applies its values.

Bring Purpose and Core Values to Life

Whether your organization has a long-established purpose and set of core values or these standards have recently been put into words, the next step is to consider how to transfer these ideals from corporate headquarters’ ivory tower of theory and abstraction to employees’ real world of work.

Think back to the senior managers who attended my client’s annual leadership summit: less than 2% could recall the company’s one-sentence mission statement. This figure was so low because company leaders were disconnected from the organization’s purpose. It was too far removed from the reality of their workdays. And if they were distanced from it, then you can bet frontline employees were equally aloof.

The mistake this company made was assuming that crafting a mission statement and set of core values, inserting them in the employee handbook, and posting them on the corporate website meant they were done. Not true. It’s a bit like buying a Peloton exercise bike and a keto diet cookbook, displaying them conspicuously in your home, and not using them. Nothing will change unless you act.

Link Corporate Ideals to Employees’ Daily Responsibilities

Supervisors, managers, and leaders must build a bridge between an organization’s purpose and values and the actual work assignments employees are paid to perform. This is accomplished by incorporating purposeful actions and behaviors into daily work activities. Here are some examples:

  1. A full-service restaurant that has articulated a purpose to surprise and delight every guest could incorporate the action of including a complimentary amuse-bouche into the process of table service. This gesture links the organizational purpose (to surprise and delight every guest) to the server’s job responsibilities (table service).
  2. A hotel that has articulated a purpose to care for people so they can be at their best could incorporate disabling early-morning alarms set by previous guests into the process of cleaning a room. This step links the organizational purpose (to care for people so they can be at their best) to the housekeeper’s job responsibilities (cleaning a room).
  3. A supermarket that has articulated a purpose to provide everything fresh could incorporate rotating perishables, such as dairy, meat, produce, and bakery items, to reduce the chance that a customer might purchase expired products. This measure links the organizational purpose (to provide everything fresh) to the store employee’s job responsibilities (stocking perishables).
  4. A coffee shop that has articulated a purpose to make a connection with every customer could encourage its baristas to share unique knowledge with customers. Baristas might say, “Did you know that macchiato is an Italian word meaning marked or stained? Your espresso is marked with a teaspoon of milk.” This behavior links the organizational purpose (to make a connection with every customer) to the barista’s job responsibilities (serving coffee beverages).

It’s not enough to articulate your organization’s purpose and core values. You must bring these guiding principles to life by revealing them to employees, clarifying their meaning, and labeling behaviors that support these ideals. Next, incorporate specific actions and recommended behaviors into the processes that govern employees’ daily work. You’ll yield greater employee engagement, higher customer satisfaction scores, and employees at all levels of the organization who are genuinely connected to a purpose.

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Leading Forum
Steve Curtin is a globally known expert and speaker on customer service management and leadership, ranked fourth by Global Guru in its annual listing of the top 30 customer service experts in the world. He’s the author of the bestselling book Delight Your Customers and The Revelation Conversation: Inspire Greater Employee Engagement by Connecting to Purpose. Learn more at stevecurtin.com.

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Grow Lead With Purpose

Posted by Michael McKinney at 08:34 AM
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06.23.22

Leading Thoughts for June 23, 2022

Leading Thoughts

IDEAS shared have the power to expand perspectives, change thinking, and move lives. Here are two ideas for the curious mind to engage with:

I.

Engineer, designer, entrepreneur, and investor, Tony Fadell on becoming a manager:

“Remember that once you become a manager, you’ll stop doing the thing that made you successful in the first place. You will no longer be doing the things you do really well—instead you’ll be digging into how others do them, helping them improve. Your job will now be communication, communication, communication, recruiting, hiring and firing, setting budgets, reviews, one-on-one meetings (1:1s), meetings with your team and other teams and leadership, representing your team in those meetings, setting goals, and keeping people on track, conflict resolution, helping to find creative solutions to intractable problems, blocking and tackling political BS, mentoring your team, and asking ‘how can I help you?’ all the time.”

Source: Build: An Unorthodox Guide to Making Things Worth Making

 

II.

Former Nike Chief Marketing Officer Greg Hoffman on passion:

“Passion is a risk-taking emotion because it demands that we reveal so much of ourselves to others. If you’ve ever found yourself in a conversation with someone about their passion, then you know what I mean. You can feel it; they get carried away. And when they finally stop talking, they can be a little embarrassed. But that’s good. Show that to your audience. Imbue your brand, your stories, your spaces with passion unbridled. Start talking about what you love and don’t ever stop.”

Source: Emotion By Design: Creative Leadership Lessons from a Life at Nike

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Whats New in Leadership Books Summer Reading 2022

Posted by Michael McKinney at 06:36 AM
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06.20.22

10 Books You Should Read This Summer

Summer Reading 2022

HER FATHER was an Olympic athlete, and her mother a physical education instructor. And unlike her siblings, Grace Kelly preferred reading to physical activity. Although her father was well-read, her proclivity to read didn’t always sit well with her father. He wanted her to be more athletic.

At school, she was encouraged to read widely. And she did. And we should too.

For me, reading some fiction is like taking a walk. It provides a diversion that gives your mind a chance to think through what you’ve been reading and learning. Especially for leaders, reading outside the normal leadership fare helps to provide you with context for your leadership. Reading fiction, histories, and biographies builds empathy and provide insights into human nature.

While I like just about everything from David Baldacci, like his latest Dream Town, I also like to go back and read classics from authors like John Steinbeck.

Wally Bock recommends that we take this time to read something we’ve always wanted to read, something to read for fun, and something we’ve never read about or that really stretches our brain. He even provides a helpful, downloadable sheet to help organize our list.

With a few extra hours of daylight, the summer is an ideal time to relax and read. Listed below are ten books released this year that will entertain, make you think, and improve your leadership. Pick at least three and take some time to make yourself better this summer.

summer readThe Crux: How Leaders Become Strategists
by Richard P. Rumelt

summer readThe 6 Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team
by Patrick M. Lencioni

summer readTeam Emotional Intelligence 2.0: The Four Essential Skills of High Performing Teams
by Jean Greaves and Evan Watkins

summer readSmart Growth: How to Grow Your People to Grow Your Company
by Whitney Johnson

summer readThe President's Man: The Memoirs of Nixon's Trusted Aide
by Dwight Chapin

summer readWatergate: A New History
by Garrett M. Graff

summer read12 Notes: On Life and Creativity
by Quincy Jones

summer readEmotion By Design: Creative Leadership Lessons from a Life at Nike
by Greg Hoffman

summer readThe Power of One More: The Ultimate Guide to Happiness and Success by Ed Mylett

summer readDon't Trust Your Gut: Using Data to Get What You Really Want in Life
by Seth Stephens-Davidowitz

And I can’t leave out Build. If you’re looking for business or career wisdom, this is the book to turn to now.
summer readBuild: An Unorthodox Guide to Making Things Worth Making by Tony Fadell

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Whats New in Leadership Books Best Books of 2021

Posted by Michael McKinney at 06:22 AM
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