The Leadership Equation

10 Practices That Build Trust, Spark Innovation, and Create High Performing Organizations

Eric Douglas

• Éditeur: Greenleaf Book Group Press
• Année: 2014
• ISBN:
  9781626340893
• Sujet: Negocios y empresa
• Sous-sujet: Liderazgo

A leader’s blueprint to building a high-performing organization What distinguishes the most successful organizations? What do the leaders and managers in these top organizations actually do? In this fascinating book, entrepreneur and business consultant Eric Douglas draws on his work with corporations, government agencies, and nonprofit organizations to paint a clear picture of what happens inside high-performing organizations. He reveals a simple but profound equation: Trust + Spark = Leadership Culture. Leaders and managers are most successful when they focus on building trust and sparking innovation. In The Leadership Equation, Douglas expands the equation into the 10 most important practices for building trust and spark. As the author shares these practices, he reveals both the fundamental systems at work in high-performing companies and the specific day-to-day things that today’s leaders must do to sustain high levels of success. As Douglas clearly shows, when trust and spark combine, leaders improve the performance of their team, their business unit, and the entire organization—and, ultimately, reach their own full potential.

INDEX

Accelerate the Pace of Change (APC), 11–13, 120. See also change acceleration

accountability

and core values, 28

and delegations, 54

for meeting agenda, 62

and responsibility, 73–75, 101–2, 201

and teamwork, 55

achievability of goals, 149

acting yourself into a way of behaving, 214

activities, 46

adventure learning, 216–18

advisory board, 161

affirmative intent, 112

agent of change, 219–22, 225

alignment

compensation and rewards, 162

and core values, 17–20, 36, 189, 223

of expectations and trust, 87–88

of people and plan, for change

management, 139

questions to ask, 223

of responsibility and accountability, 73–75

of stakeholders, 136–37

Align the Core Values (ACV), 11–13, 18. See also core values

All I Really Need to Know I Learned in Kindergarten (Fulghum), 56

Aloof Executive leadership style, 53

ambition balance paradox of leadership, 115

America Online (AOL), 43–44

analytical responses, 112

ant colonies, 155

AOL Time Warner, 68

Apple, 106, 134, 151

Arbinger Institute, The, 64

architecture, 1–2

Ask Powerful Questions (APQ), 11–13, 208, 220, 223–24. See also change, making it real; questions to ask

assessments, online, 227–28

assessment stages of change management, 139, 140

assessment tools of coaches, 212–15

assumption of competence, 99–101, 102, 131

assumptions and substitution fallacy, 174–76

Assumptions, Circle of, 173–74

assumptions of causality, 171–72, 184

assumption trap paradox of leadership, 115–16

attention reg...