By James M. Kouzes
During this provocative booklet, management specialists and authors of the best-selling The management problem, Jim Kouzes and Barry Posner tackle a distinct problem and discover the query of management and legacy. Kouzes and Posner research in twenty-two chapters the severe questions all leaders needs to ask themselves which will go away an enduring influence. those robust essays are grouped into 4 different types: importance, Relationships, Aspirations, and braveness. In each one essay the authors think about a thorny and infrequently ambiguous factor with which today’s leaders needs to grapple issues—such as how leaders serve and sacrifice, why leaders want loving critics, why leaders probably want to be cherished, why leaders cannot take belief with no consideration, why it’s not only the leader’s imaginative and prescient, why failure is usually an choice, why it takes braveness to “make a life,” how one can release the chief in every body, and eventually, how the legacy you allow is the existence you lead.
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Extra resources for A Leader's Legacy
They will realize that within them is unused capacity and untapped potential. They will experience the magic of self-discovery. ” And when you and your colleagues experience that kind of profound knowledge, there is nothing you can’t accomplish. Lesson Two: Legacies Are Passed on in the Stories We Tell The second lesson from this experience came to us as we began thinking about the theme of legacy for this book. It occurred to us that our teachers continue to teach as we go on to tell their stories.
The higher up you go on the corporate ladder, the less likely it is that leaders will ask for feedback. Leaders want to know how others are doing, but rarely do they ask how they are doing. c03 6/21/06 9:48 AM Page 29 We All Need Loving Critics tives are quite happy to prescribe 360-degree feedback for others; it’s all the rage these days. But when it comes to getting it, it’s not for them. And if they’re getting it, it’s probably because an outside consultant or coach told them they should be getting it, not because they took the initiative to ask.
Maurice Settles, senior station manager with FedEx, confirms that what Gary has to say applies equally to the middle ranks of organizations. c05 6/21/06 9:48 AM Page 43 No One Likes to Be an Assumption need their supervisor to tell them that they’d done a good job. She thought that their pay and benefits should be recognition enough. Maurice knew otherwise, and found a way to convince her that encouraging others would energize performance. ” he asked. ” Then Maurice made his point. “Why do you do it?
A Leader's Legacy by James M. Kouzes