By Peter C. Cairo, David L. Dotlich
Written by way of David Dotlich and Peter Cairo-- of the country's best government coaches and educators-- Unnatural management debunks the typical suggestion of the usual chief as a perfect determine. The booklet describes the reality approximately being a true chief in a enterprise setting grew to become the wrong way up by means of e-commerce, range, defense matters, globalization, and matrix buildings. Drawing on own adventure operating with winning leaders in top-tier businesses in the course of the international, Dotlich and Cairo determine a mode of management utilized by those that reach advanced enterprise and other people events, a method that maximizes a leader's strengths and recognizes weaknesses.
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Extra resources for Unnatural Leadership: Going Against Intuition and Experience to Develop Ten New Leadership Instincts (J-B US non-Franchise Leadership)
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Some of these leaders were CEOs or top-level executives, and their feigned certainty invited a conspiracy of ignorance. When they said what the answer was, everyone nodded and agreed that that must be the answer. In an environment where information is vast, overwhelming, and constantly changing, it is important for leaders to have a strong point of view but also to be open enough to say, “I don’t know,” and admit that their skill set or background has not prepared them to deal with a particular issue.
Several years ago as part of a top level Action Learning program, we helped challenge the senior leadership of a large pharmaceutical company to explore Internet strategies to develop their business. This ran counter to their traditional expansion strategies; they had a number of strategies that worked before and seemed likely to work again. They were in the classic innovator’s dilemma: How much would the future look like their past? Still, they agreed at least to explore Internet possibilities, and as part of this exploration, they visited a number of dot-com companies.
1. Refuse to Be a Prisoner of Experience Leaders get in an experience rut. They do the same things the same way because it worked in the past, they don’t have the time to change, or it has contributed to their current success. Rather than analyzing whether a new idea or approach might work better, they reflexively rely on standard operating procedure. The wideeyed, blue-sky thinking that many young entrepreneurs have practiced was possible because they were not prisoners of their experiences. Their unwillingness to rely on the usual case histories helped them create new industries and companies.