By John P. Kotter
One of many world's most excellent specialists on enterprise management distills 25 years of expertise and knowledge during this visionary consultant to what it is going to take to guide the association of the twenty first century. "Every enterprise chief can make the most of Kotters pondering on change."--Larry Bossidy, Chairman and CEO, AlliedSignal, Inc. to be had August 1996.
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Sample text
Because many leaders still have yet to learn that the exposure of their humanity and even their failures buys them more credibility, not less. Despite all that has been written on the need to be authentic, honest, and candid about our shortfalls, this becomes progressively more difficult the higher you go in an organization. The superhuman, superhero status that’s either assumed by leaders or forced on them by circumstances makes the risk of exposure too great. A whole choir of today’s leaders is singing the same refrain: • “Most people I know don’t think about my frailties or insecurities—even though I’m fairly open about them.
The good news is that there are a growing number of incumbent leaders who are indeed mere mortals—and emerging leaders are thrilled to work for them. Weak is the new strong. ANDREW, age twenty-eight, an emerging leader How Exposure Increases Trust and Credibility Trust based purely on position is typically short-lived. If a leader must use rank to get things done, performance is eventually going to lag—severely. Credibility is never established by rank. It might be partially established by a performance track record that takes the leader up the career ladder to increasingly broader positions.
And if they do this with genuineness and care, with an acknowledgment that they don’t have all the answers and are willing to learn in the service of these emerging leaders’ futures, then emerging leaders will respond with an enthusiastic hand back. They will be willing to let go of their cynical suspicions and some of the impulsivity that accompanies their impatience, to gain the great benefits of learning alongside those who have come before them. Today’s leaders must allow many of the once-useful approaches of management to die and dare to allow a more relevant look at organizational leadership to evolve in the wake of their obsolescence.