By James M. Kouzes
During this provocative ebook, management specialists and authors of the best-selling The management problem, Jim Kouzes and Barry Posner tackle a special problem and discover the query of management and legacy. Kouzes and Posner research in twenty-two chapters the severe questions all leaders needs to ask themselves so that it will go away an enduring impression. those robust essays are grouped into 4 different types: importance, Relationships, Aspirations, and braveness. In each one essay the authors give some thought to a thorny and infrequently ambiguous factor with which today’s leaders needs to grapple issues—such as how leaders serve and sacrifice, why leaders want loving critics, why leaders will want to be beloved, why leaders cannot take belief without any consideration, why it’s not only the leader’s imaginative and prescient, why failure is often an choice, why it takes braveness to “make a life,” how you can unlock the chief in each person, and eventually, how the legacy you allow is the existence you lead.
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Extra info for A Leader's Legacy
This isn’t about prying. This is about learning to trust. We’re just more likely to trust people we know, and the more we know about our leaders the more likely we are to trust them as human beings. Of course, before you can share any of this with others, you have to have clarity about it yourself. You have to know yourself before others can truly know you. We’ve said this many times, and it’s worth repeating again. Leadership is a relationship between those who aspire to lead and those who choose to follow.
Even when we’re asked to give a lecture on something we know by heart—after all, we are hired because we’re the subject matter experts—we always try to provide an opportunity for participants to become the teachers. It could be as simple as asking them a question or having them offer an example from their own experience. When they have to talk to even one other person about their own experiences or have to speak to the entire audience about an opinion they might have, they’ve got to reach deeper inside than if we just leave them to sit there passively and listen.
Of course, before you can share any of this with others, you have to have clarity about it yourself. You have to know yourself before others can truly know you. We’ve said this many times, and it’s worth repeating again. Leadership is a relationship between those who aspire to lead and those who choose to follow. There may have been a time when leaders could command commitment, but those times are long past. People follow people, not positions. If there’s not some sense of personal relationship, then it’s just less likely that people will want to follow.
A Leader's Legacy by James M. Kouzes