Leadership on the line audiobook

7.62  ·  1,765 ratings  ·  518 reviews
leadership on the line audiobook

The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World by Ronald A. Heifetz

It is hard to know what to say about this book. I took on a new position in January, and the other new assistant director and I have been reading this (along with the library director), periodically discussing it at our meetings. It has been great for that, but I havent been ready to hear some of the ideas, and some of them arent quite appropriate. This is a book I will keep, and consult from time to time.

The only chapter I really balked at was the Inspire chapter. Im just not sure every person needs to try to be inspiring, or if it can be manufactured using the methods suggested. (Really? Speak more musically, and bam! inspiration? Huh.) I also laughed at the chapter that told me to seek delight from my spouse, so I wouldnt seek it at work. Hahaha. (I get what the author was trying to say, but it took him a while.)

I did get a lot out of it, particularly the sections that served to remind me that it is okay to fail, that people dont always have to like you, and that you have to let go of the past.

When you make a distinction between the roles you play and yourself, you gain the emotional strength to ignore personal attacks your opponents hope will stymie your initiative. People make attacks personal specifically to divert you from your message. The next time someone tells you that youre too aggressive or uncaring when youre representing a difficult point of view or change initiative, remind yourself that you (as a person) are not your role (as someone seeking to lead change). Though a change may feel personal (and be intended as personal), it is not a statement about your character or your worth as a human being. It is a strategy and an attempt to manipulate you. (chapter 16)
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Published 06.08.2019


Leadership on the Line (Revised)

Please type in your email address in order to receive an email with instructions on how to reset your password. Remarkable lessons in leadership and teambuilding from one of the greatest college football coaches of our time In only thirteen years as a head football coach, first at Bowling Green and then at Utah, Florida, and Ohio State, Urban Meyer has established himself as one of the elite coaches in the annals of his sport, with three national championships and a cumulative record of wins and only 26 losses. But sheer statistics are not the measure of his true accomplishment, nor do they speak to his own extraordinary learning journey. Despite winning two national championships at Florida in only six seasons, Meyer stepped back from the game at the end of the season, amid health concerns and a growing awareness that his almost maniacal pursuit of perfection was distorting his priorities, distancing him from his family and taking him away from the reasons he wanted to coach in the first place. What remained constant was his passion for leading, teaching and motivating, forging his football teams into a cohesive whole, playing for one another with selfless commitment and uncommon intensity. Few remember how it began: with a bad early season loss that sent OSU out of the Top 20, season-ending injuries at the most important position on the team, and then, infinitely worse, the tragic death of a teammate.

Cancel anytime. Michael Useem, a professor of management at the University of Pennsylvania's Wharton School, writes about how the military helps students internalize essential leadership precepts. Why is the gap so great between our hopes, our intentions, even our decisions - and what we are actually able to bring about? Even when we are able to make important changes - in our own lives or the groups we lead at work - why are the changes are so frequently short-lived and we are soon back to business as usual? What can we do to transform this troubling reality? In this intensely practical book, Harvard psychologists Robert Kegan and Lisa Laskow Lahey help us answer these very questions.

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Cancel anytime., To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life.





  1. Terence R. says:

    To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking.

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