Straight Talk on Leadership
Solving Canada's Business Crisis
Erschienen am 25. Oktober 2013
Buch
Hardcover
352 Seiten
978-1-118-58168-1 (ISBN)
Beschreibung
An urgent wake-up call--and radical action plan--for business leaders everywhere
While it focuses primarily on Canadian business, this important book shares valuable insights of benefit to transformational business leaders everywhere. Without sugar coating his message, author R. Douglas Williamson, head of the prestigious consultancy, The Beacon Group, points to complacency, lack of leadership sophistication, and an inward focus as the chief reasons why Canadian companies are at risk of falling behind the rest of the world. Issuing an urgent call to action, Williamson helps leaders understand the four principle challenges facing the modern leader and describes the eight essential leadership competencies required to navigate the future. He provides powerful strategies, tools and techniques for how to reframe thinking about leadership and reform leadership strategies.
* Case Studies from The Beacon Group's wide and diversified client base include The Four Seasons, Scotiabank, Nortel Networks, Research in Motion, The Hudson's Bay Company, Export Development Canada, Holt Renfrew, and many others.
* An impassioned call to action for leaders everywhere combined with practical advice and tools to help leaders take up the responsibility of transformational leadership during a period of unprecedented change and monumental global challenges.
* One of the rare books to focus on Canadian business and business leadership, it explains why that country's competitiveness is in serious jeopardy and what can be done about it.
Weitere Details
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Andere Ausgaben
E-Book
07/2013
Jossey-Bass
15,99 €
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E-Book
07/2013
Jossey-Bass
15,99 €
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Person
DOUG WILLIAMSON is Chief Executive Officer of The Beacon Group, a global leadership and strategy development firm whose clients range from well-known multinational companies to small and medium sized entrepreneurial businesses in Canada.
Over his varied career, Doug has worked in Canada, the United States, Europe, Mexico, the Middle East and Australia. Prior to founding The Beacon Group, he held senior executive-level positions with The Royal Bank of Canada and with the Canadian Government (including posts as Deputy Superintendent of Bankruptcy and as a member of the Canadian Government's 1992 Commission on Economic Prosperity).
Inhalt
A Note to the Reader xiii
Foreword xv
Introduction: Moving Backward at the Speed of Light 1
Part I: Leveraging Our National Brand through Bold Leadership 13
Chapter 1: Crimes of Leadership Malfeasance 15
Chapter 2: Lessons from the Recent Past 18
Chapter 3: Hidden Costs of the Current Crisis 22
Chapter 4: Confronting Our Complacency 24
Chapter 5: Mastering Transformational Tension 26
Chapter 6: The Canada Brand--An Inexhaustible Natural Resource 28
Chapter 7: Leveraging the Maple Leaf 30
Chapter 8: The Canadian Mosaic, Version 2.0 32
Chapter 9: Spirits of Our Past 34
Part II: Meeting the Future Today 39
Chapter 10: Lead, Follow or Get Out of the Way 41
Chapter 11: Challenge #1: Sense Making and Sense Shaping 43
Chapter 12: Challenge #2: Clarity and Credibility 46
Chapter 13: Challenge #3: Understanding and Perspective 49
Chapter 14: Challenge #4: Creating Winning Conditions 52
Chapter 15: Mistaken Beliefs and Naïveté 60
Chapter 16: Raising the Flag 62
Part III: Preparing for Transformational Leadership 67
Chapter 17: Rebuilding the Franchise 69
Chapter 18: Winning Is an Attitude 71
Chapter 19: Playing the Canadian Game 73
Chapter 20: Benefits of Healthy Paranoia 75
Chapter 21: Thinking about Tomorrow 81
Chapter 22: Clear Vision and Sensitive Radar 82
Part IV: The Basis of a High-Performance Culture 87
Chapter 23: Teamwork vs. Team Performance 89
Chapter 24: Mistakes of Leadership 92
Chapter 25: Middle Management Malaise 94
Chapter 26: Coaching to the Bell Curve 96
Chapter 27: Culture of Grit and Determination 98
Chapter 28: Battling Stagnation 99
Chapter 29: The Team Is Not the Sum of Its Parts 101
Chapter 30: Facing Reality in the Mirror 103
Chapter 31: Stocking the Credibility Bank 105
Chapter 32: Discipline and Accountability 107
Chapter 33: Understanding Your Organizational DNA 109
Chapter 34: Modern Anthropology in the World of Business 111
Chapter 35: Superstars, Studs and Starlets 113
Chapter 36: Corporate Culture and Performance 117
Part V: Strategic Thinking vs. Strategic Planning 123
Chapter 37: Peripheral Vision as a Competitive Advantage 125
Chapter 38: Digging the Puck Out of the Corner 127
Chapter 39: The Importance of Total Candour 129
Chapter 40: Avoiding Conflict Is a Mistake 131
Chapter 41: Acting when Pivot Points Emerge 133
Chapter 42: Thinking in the Future Tense 138
Chapter 43: Opportunity Sensing 140
Chapter 44: The Narrative of Intentional Choice 142
Chapter 45: Focused Ambition 144
Part VI: The Importance of Human Capital Management 151
Chapter 46: Building Bench Strength for the Future 153
Chapter 47: Decline of the Dream 155
Chapter 48: Paradise Postponed 157
Chapter 49: OMG--They Are Back! 159
Chapter 50: Generations X, Y and Z? 160
Chapter 51: Shifting Values, New Challenges 162
Chapter 52: The Experience Economy 164
Chapter 53: Redefining Work 166
Chapter 54: The War for Talent, Version 3.0 167
Chapter 55: Role of Academia 172
Chapter 56: Role of Governments 174
Part VII: The Critical Role of Talent Management 179
Chapter 57: Owning the Podium 181
Chapter 58: Striving for Mediocrity 183
Chapter 59: Intellectual Capital 185
Chapter 60: Human Capital Planning 187
Chapter 61: Tears and Disappointment 189
Chapter 62: People, Practice and Perspiration 192
Chapter 63: Cost of Benign Neglect 194
Chapter 64: Investing in Development 196
Chapter 65: Societal Change in High Gear 198
Chapter 66: The Cost of Incompetence 199
Chapter 67: Knowledge Architecture 201
Chapter 68: Playing the Modern Game 206
Part VIII: Building the Collaborative Organization of the Future 213
Chapter 69: Compromise: The Enemy of Success 215
Chapter 70: Carpe Diem 218
Chapter 71: Collaboration Recast 220
Chapter 72: Reputation Management 222
Chapter 73: Misguided Focus and Human Nature 225
Chapter 74: Truth, Lies and Mediocrity 227
Chapter 75: Fresh Air and Brilliant Sunlight 229
Chapter 76: Shared Pain, Shared Gain 233
Part IX: Unleashing Innovation and Driving Creativity 239
Chapter 77: Reimagination 241
Chapter 78: Abandoning Certainty 244
Chapter 79: Prisoners of Our Mindsets 246
Chapter 80: Games We Play 248
Chapter 81: Human Nature Revealed 249
Chapter 82: Diversity, Imagination and Originality 250
Chapter 83: Creating Value by Creating Opportunity 252
Chapter 84: Brain over Brawn 254
Chapter 85: Rebels on Mahogany Row 259
Chapter 86: Expanding the Experience Repertoire 261
Chapter 87: Mindset for the Future 263
Chapter 88: Intuitive Genius Unleashed 264
Chapter 89: Competing for Relevance 266
Chapter 90: Overcoming Our National Hangover 267
Part X: The Art and Science of Effective Decision Making 271
Chapter 91: Decision Risk 273
Chapter 92: The Fog of Business 276
Chapter 93: Learning from Failure 278
Chapter 94: Upside of the Downside 280
Chapter 95: Understanding Human Frailty 282
Chapter 96: The Bias Trap 283
Chapter 97: Covering Our Asses 285
Chapter 98: Broadening Our Portfolio of Choices 286
Chapter 99: Decisions, Decisions, Decisions 292
Part XI: Straight Talk Conclusion 297
Chapter 100: Defining Canada's Future 299
Acknowledgements 307
About the Author 309
Bibliography 311
Index 327