Leadership Conversations: Challenging High Potential Managers to Become Great Leaders
- 4h 24m
- Alan S. Berson, Richard G. Stieglitz
- John Wiley & Sons (US)
- 2013
Often the very same skills and traits that enable rising stars to achieve success "tenacity, aggressiveness, self-confidence" become liabilities when promoted into a leadership track. While managers' conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth.
- Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developing others
- Provides an action plan for boosting your personal leadership potential, as well for developing leadership skills in others
- Draws on the authors' rich experience coaching and working with leaders at a wide range of organizations, including NASA, the U.S. Navy, intelligence agencies, Boeing, Gillette, Bausch & Lomb, and Georgetown University
Leadership Conversations is required reading for both high-potential managers looking to make it to the next level and leaders looking to develop their people.
About the Authors
Alan S. Berson, MBA, CLC, PCC
Alan Berson’s leadership experience and stories were collected over thirty years during eleven different careers in leadership, marketing, finance, and strategic planning at Fortune 500 firms, including Gillette, Bausch & Lomb, Lincoln First Bank, Marriott (as a contractor); a VC-funded firm; and start-up companies. Berson has been an executive coach for twelve years and a leadership professor for the past four years.
Berson earned his BS and MBA from Wharton, received his Certificate in Leadership Coaching (CLC) from Georgetown University, achieved the PCC certification from the International Coaching Federation, and is certified to deliver assessments of the CCL, PDI, and StrengthsFinder. He has done team and individual coaching at dozens of organizations, including NASA, NCI, KPMG, LexisNexis, Children’s Hospital Foundation, and Bearing Point.
At the McDonough School of Business at Georgetown University, Berson taught and coached in the Executive Masters in Leadership and in the Georgetown/ESADE Global Executive MBA programs; he also taught change management to second-year MBAs and in Booz Allen Hamilton’s Change Management Advanced Practitioner Program (CMAP). He is a learning director at Wharton Executive Education. Berson also speaks at corporate and industry events.
Richard G. Stieglitz, PhD
Stieglitz’s leadership skills were acquired during forty years of practical experience, mentoring by trusted advisers, and service in the U.S. Navy. He built and later sold a consulting company that helped executives in federal agencies lead change. His company grew rapidly because of his ability to guide high-potential employees through two industry-shaking events—the fall of the Berlin Wall and the rise of the Internet—and recurring economic peaks and valleys.
Stieglitz earned a PhD in nuclear engineering from Rensselaer Polytechnic Institute, and received extensive leadership training and experience as a U.S. naval officer refueling nuclear submarines. After leaving the Navy, he became vice president of a software company and director of defense consulting for an aerospace firm. In 1984, Stieglitz founded his company and in 2006 sold it to devote time to writing, executive coaching, and consulting. He has written three previous books on the subjects of personal change, change in business, and mergers and acquisitions. Stieglitz also publishes monthly e-letters titled My Leadership Conversations to business contacts and speaks frequently at industry and government forums on the subjects of leadership, change, relationships, and growing privately held companies.
In this Book
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Leadership Conversations—Challenging High-Potential Managers To Become Great Leaders
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Preface—Are You Having Leadership Conversations?
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Do You Really Want To Be A Leader?
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What Blend Of Management And Leadership Mindsets Is Best?
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Have You Had Leadership Conversations Today?
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Where Do You Stand On The Leadership Ladder?
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Learn The New Rules
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Your Relationships Define You
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Know Your Strengths And Their Shadows
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People Aren’t Machines
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Don’t Let Them Assume They Know What You’re Thinking
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Embrace Differences
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The Battle For Talent
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The Challenge Of Leading Other High Potentials
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Conversations You Must Have
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What Gets In Your People’s Way?
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Recognition—Making It All Worthwhile
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Develop Your Judgment Gene
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What You Know Is Irrelevant
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Be Curious—Ask Great Questions
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If You Can’t Change, Retire
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Moving Smoothly Into Action
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Planning Successful Actions
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When Things Change
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Lessons From Success And Failure
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Inspiring People In Turbulent Times
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Conversations At The Top
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Conversations For Executive Leaders
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Conversations For Managers Of Managers
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Conversations For First-Line Managers
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Your Personal Action Plan
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Notes
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Bibliography
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