By Marc Hurwitz
Can you think a choreographer purely education one dancer to guide whereas his or her associate sits within the foyer watching the wall? but we do that forever in enterprises. part the partnership is missing.
Leadership is part the Story introduces the 1st version to seamlessly combine management, followership, and partnerships. This research-backed, field-tested ebook contributes many new rules and functional suggestion for everybody in a company – from CEO to HR director to front-line supervisor to consultant.
All folks lead, not only people with the formal identify. we all persist with, not only front-line employees. In nice collaborations, one second we're best after which we turn to following; in different phrases, the connection among management and followership is dynamic, context-specific, and ever-evolving. This empowering viewpoint opens up management to each person, normalizes followership, and allows extra effective and cutting edge collaborations. Candid discussions approximately either roles let for larger training, mentoring, ability improvement, and interpersonal agility, and bring about more advantageous teams.
Marc and Samantha Hurwitz supply us a category-busting booklet that “practically glows with power and vision,” in accordance with Marshall Goldsmith, government trainer and best-selling writer of What acquired You right here Won’t Get You There.
Read Online or Download Leadership is Half the Story: A Fresh Look at Followership, Leadership, and Collaboration PDF
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Extra info for Leadership is Half the Story: A Fresh Look at Followership, Leadership, and Collaboration
Hard times and family duty led him to the corporate world for a secure paycheck. Marc’s varied background and talents propelled him quickly into the executive ranks. He moved from information technology to human resources to actuarial to marketing, receiving three promotions in five years. Things were going swimmingly! He was getting top evaluations and, after a battery of assessments, was selected to be part of an elite top talent development program. Then along came a new boss. Within a year of her arrival Marc’s performance appraisals plummeted from “exceeds” to “average,” and his job satisfaction nosedived.
After a lot of thought he figured out it was followership. 2 Marc said this was as much a personal insight as anything. He realized that followership was something he hadn’t been conscious of. In his early days at the company he ignored the dress code and delighted in introducing provocative ideas. Marc knew that he had been recruited for his creativity and smarts, but possibly his bosses had only tolerated the other behaviors. Maybe he got promoted in spite of his followership skills. His last manager – the one who evaluated him poorly – had been the first who hadn’t specifically selected Marc.
4. Understand the CEO’s agenda. 5. Present a realistic and honest game plan. 6. Be on your “A” game. 7. Offer objective options. Collins further suggests that the right people aren’t chosen for their technical skills but, rather, on being “self-motivated by the inner drive to produce” (p. 42) and having the right “character attributes” (p. 51). Getting a bus ticket, then, is about followership. Consider Ramesh, the CEO of a former Bell subsidiary at the leading edge of communications technology.