Leadership U: accelerating through the crisis curve
Material type:
TextPublication details: New Jersey John Wiley & Sons, Inc. 2020 Description: xxvii, 114 pISBN: 9781119753322Subject(s): Leadership | Crisis management | Executive abilityDDC classification: 658.4092 Summary: Leadership is all about others—inspiring them to believe, then enabling that belief to become reality. That’s the essence of Leadership U: it starts with ‘U’ but it’s not about ‘U.’
Those timeless words are timelier than ever today, as leaders look to accelerate through the crisis curve. As author Gary Burnison observes, “There will likely be more change in the next two years than we have seen in the last twenty.”
Now, in Leadership U: Accelerating Through the Crisis Curve, Burnison lays out a framework—his “Six Degrees of Leadership”—to show leaders how to create change.
Anticipate – foreseeing what lies ahead, amid ambiguity and uncertainty that are throttled up like never before
Navigate – course-correcting in real time, to keep the organization on an even keel
Communication – constantly connecting with others; the leader is both the messenger and the message
Listen – breaking down the organizational hierarchy to gather insights at all levels—especially what the leader doesn’t want to hear
Learn – applying learning agility, to “know what to do when you don’t know what to do”
Lead – empowering others in a bottom-up culture that is more nimble, agile, innovative, and entrepreneurial than ever before.
Only by embracing these truths can leaders master another ‘U’—the “crisis curve” that will completely disrupt the business landscape. The world has changed—forever. The old days are fine to reminiscence about, but you can’t stay there.
Today leadership means becoming comfortable with being uncomfortable. As Burnison says, when a door closes, leaders cannot afford to stand there, staring at it. It’s a “get up or give up” moment. For leaders, the only choice is to find and open another door. Leadership U defines and inspires the pathway through that door.
| Item type | Current library | Collection | Call number | Copy number | Status | Date due | Barcode |
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Indian Institute of Management LRC General Stacks | Human Resource and Organization Behvaiour | 658.4092 BUR (Browse shelf(Opens below)) | 1 | Available | 002653 |
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| 658.4092 BER Developing leadership talent | 658.4092 BOD Corporate psychopaths: organisational destroyers | 658.4092 BRO Dare to lead: brave work, tough conversations, whole hearts | 658.4092 BUR Leadership U: accelerating through the crisis curve | 658.4092 CAM Positive leadership: | 658.4092 CHA The leadership pipeline: how to build the leadership-powered company | 658.4092 CHA Timeless leadership: 18 leadership sutras from the Bhagavad |
TABLE OF CONTENTS
Introduction Xi
Leading Others With Purpose Xv
The Shift From “Me” to “We” Xvi
Leadership In Action: The Six Degrees Xvii
Comfortable With Being Uncomfortable Xviii
What Makes a Great Leader? Xx
What Do You See? Xxi
Your Strengths and Weaknesses Xxi
Six Stages of Career Development Xxiv
The Right-Brain Rules Xxvi
1. Anticipate 1
2. Navigate 19
3. Communicate 37
4. Listen 57
5. Learn 77
6. Lead 97
Leadership is all about others—inspiring them to believe, then enabling that belief to become reality. That’s the essence of Leadership U: it starts with ‘U’ but it’s not about ‘U.’
Those timeless words are timelier than ever today, as leaders look to accelerate through the crisis curve. As author Gary Burnison observes, “There will likely be more change in the next two years than we have seen in the last twenty.”
Now, in Leadership U: Accelerating Through the Crisis Curve, Burnison lays out a framework—his “Six Degrees of Leadership”—to show leaders how to create change.
Anticipate – foreseeing what lies ahead, amid ambiguity and uncertainty that are throttled up like never before
Navigate – course-correcting in real time, to keep the organization on an even keel
Communication – constantly connecting with others; the leader is both the messenger and the message
Listen – breaking down the organizational hierarchy to gather insights at all levels—especially what the leader doesn’t want to hear
Learn – applying learning agility, to “know what to do when you don’t know what to do”
Lead – empowering others in a bottom-up culture that is more nimble, agile, innovative, and entrepreneurial than ever before.
Only by embracing these truths can leaders master another ‘U’—the “crisis curve” that will completely disrupt the business landscape. The world has changed—forever. The old days are fine to reminiscence about, but you can’t stay there.
Today leadership means becoming comfortable with being uncomfortable. As Burnison says, when a door closes, leaders cannot afford to stand there, staring at it. It’s a “get up or give up” moment. For leaders, the only choice is to find and open another door. Leadership U defines and inspires the pathway through that door.
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