Price: [price_with_discount]
(as of [price_update_date] – Details)

eBooks and Audiobooks

for free.

Try Audible Plus

[ad_1]

Leadership and turnaround expert Jackie Jenkins-Scott shows you how to spot and take advantage of opportunities in any environment.

Being a responsive leader means playing to win. Responsive leadership can thrive anywhere, unlike systematic leadership. The latter imposes methods and laws; principles govern action. In contrast, responsive leadership is a living, changing set of traits and skills that adapts to new people and environments. You may have an impressive grasp of how to influence, inspire, and build teams, but you must know how to adapt your abilities to each new organization, or to changes within the organization—new board members, new staff members, new shareholders.

The 7 Secrets of Responsive Leadership spotlights how to build the skills to be a leader in any environment. Richly illustrated with stories from the author’s decades of experience as a CEO, the book explores how to:

Take advantage of opportunityTurn around an organizationCompete well by leading with heartKeep your bags packedEcho one message at a timeLook for oppositionValue the interconnectedness of peopleRecover quickly

At its core, this book is about the intimate relationship between leadership and opportunity. The author lived that relationship in transforming a major urban health care center and a college from struggling and failing organizations to thriving, international leaders in their field.

From the Publisher

The Nature of Responsive Leadership

“A characteristic of a responsive leader is her desire for a shared vision. It’s not about imposing what one person thinks should happen on others, it’s about responding to the genuine needs of the organization and building a vision shared by the people who aim to meet those needs. You are never just responding, however. Every step of the way, you are leading by example so that people respond to you in a way that shapes the culture of your organization. If you want people to work hard, you must work hard. If you want people to be transparent, then you have to be trans- parent. If you want honesty to be a pervasive trait of your organization, then you must be honest. If you want people to treat each other with fairness, then you must be fair.” – Jackie Jenkins-Scott

Be Vulnerable

Understanding vulnerability as a tool of leadership is a good way to move closer toward leading with heart. Professor Brené Brown (Daring Greatly) is well known for her research into the nature and benefits of vulnerability. After years of study and thousands of interviews, she concluded that the core of vulnerability is courage, specifically the courage to be imperfect.

In short, vulnerability gives you the strength to invest in relationships, even when you’re not sure they will work out. Whether you’re a leader or not, hopefully that investment involves empathy and humility. Vulnerability also equips you to take risks and adapt to change—and you cannot do either of those well without curiosity and resilience.

Ways to Read and Manage Opposition

Active listening

Your ears play an important role in listening, but so do your eyes. Pay attention to both the verbal and nonverbal input you are receiving. Some- times, you may look at a person’s face and read anxiety, even though the words coming out of his mouth project confidence.

Knowing your triggers

Words and actions may set you off and you must know what they are. I know someone who found himself getting tense and defensive when someone came into his personal space—defined by him as about two feet. Until he brought that reality forward in his consciousness, an innocent slap on the shoulder made him feel as though the other person was on the offensive.

Staying alert to signs that opposition represents a serious disease

Psychiatrist Elisabeth Kübler-Ross is most known for her five stages of dying: denial, anger, bar- gaining, depression, and acceptance. They are useful for a leader to know because the same experiences can describe a career, or an entire organization, in a death spiral. I explore this in some depth in Chapter 7, but here, suffice it to say that opposition can trigger this spiral—but it need not end badly if you stay alert, looking for the signs.

Making Transitions

The pace of change and innovation, and the pressure to succeed financially, whether you are in for-profit or not-for-profile environment, will force you to become a master of transitions. As leaders, we are always dealing with transition, whether we are creating a new plan, moving a project to the next stage, or restructuring a department. But as the world speeds up, so does the intensity of the transitions. Your integrity as a leader is the primary source of your backbone and judgment to be a master of transitions.

Integrity means honor, principle, honesty. If you adhere to very simple guidelines, then whether you are leading an organization through transitions or leading yourself through transitions, you will sail through with power and direction.

ASIN ‏ : ‎ B07XMHSL7J
Publisher ‏ : ‎ Career Press (February 1, 2020)
Publication date ‏ : ‎ February 1, 2020
Language ‏ : ‎ English
File size ‏ : ‎ 1565 KB
Text-to-Speech ‏ : ‎ Enabled
Screen Reader ‏ : ‎ Supported
Enhanced typesetting ‏ : ‎ Enabled
X-Ray ‏ : ‎ Not Enabled
Word Wise ‏ : ‎ Enabled
Sticky notes ‏ : ‎ On Kindle Scribe
Print length ‏ : ‎ 240 pages

[ad_2]