Eric Jacobson On Management And Leadership

In  Choosing Courage , by  Jim Detert , he shares how to increase the chance of accomplishing something positive when acting with courage at work, while decreasing negative personal consequences.   You’ll learn the tangible and concrete steps to take, using a  courage ladder  (a personal roadmap of sorts), for how to have difficult conversations, engage in challenging situations, and embrace opportunities for courageous action in your workplace and in your own life.   Detert explains that his book is a must-read for you if you want to:   Do more to protect others at work —whether colleagues, subordinates, or customers. Do more to solve important problems at work , whether they be inefficiencies that waste time or money, internal processes that sap morale, or product or service choices that lead to dissatisfaction among current customers. Pursue opportunities more frequently , whether that means taking “stretch assignments” or pursuing work in a differe...

  The 29 profiles you will read in Robert L. Dilenschneider’s new book, Character , are about people who are exceptional exemplars of character. They’re inspirational because they used their abilities at their highest levels to work for causes they believed in. Because of character, they influenced the world for good.   The dictionary defines “character” as the mental and moral qualities distinctive to an individual, the distinctive nature of something, the quality of being individual in an interesting or unusual way, strength and originality in a person’s nature, and a person’s good reputation.   “But beyond these definitions, we know that character is manifested in leadership, innovation, resilience, change, courage, loyalty, breaking barriers, and more,” explains Robert (Bob), “Character drives the best traits in our society, such as honesty, integrity, leadership, and transparency, and it drives others to exhibit those qualities.”   Profiled in the book ar...

  “Fear creates the gap between who you are and who you can be. Courage closes it,” explains Margie Warrell, PhD , author of the new book, The Courage Gap: 5 Steps To Braver Action .  “To clarify, closing your courage gap is not about 'de-risking' your life or sheltering from problems—natural and human created. Rather, it is about bringing the bravest version of yourself to every situation,” adds Dr. Warrell.  That includes actively taking on rough problems, doing what is unpopular, facing storms head-on, and maybe even reshaping the broader landscape in the process. Dr. Warrell empowers us to recognize that courage is a learnable skill accessible to everyone, regardless of how risk-averse, timid, or defensive we may be.  Additionally, for leaders , The Courage Gap provides a guide to operationalize and scale the courage mindset across your team and organization to deepen trust, dismantle silos, foster innovation, accelerate learning, and unleash collective ...

  Today brings a timely and compelling book, Choosing Courage , by Jim Detert , where he shares how to increase the chance of accomplishing something positive when acting with courage at work, while decreasing negative personal consequences.   You’ll learn the tangible and concrete steps to take, using a courage ladder (a personal roadmap of sorts), for how to have difficult conversations, engage in challenging situations, and embrace opportunities for courageous action in your workplace and in your own life.   Detert explains that his new book is a must-read for you if you want to:   Do more to protect others at work —whether colleagues, subordinates, or customers. Do more to solve important problems at work , whether they be inefficiencies that waste time or money, internal processes that sap morale, or product or service choices that lead to dissatisfaction among current customers. Pursue opportunities more frequently , whether that means taking “stretch ass...

Here's a powerful paragraph from the book, Execution -- The Discipline of Getting Things Done , by Larry  Bossidy  and Ram  Charan : "Most people know someone in their organization who doesn't perform well, yet manages to keep his job year after year. The usual reason, we find, is that the person's leader doesn't have the emotional fortitude to confront him and take decisive action. Such failures can do considerable damage to a business. If the  nonperformer  is high enough in the organization, he can destroy it." If you have a  nonperformer  bringing down your organization, show courage to confront that situation.