Relax, It's Only Uncertainty Lead the Way When the Way Is Changing

ISBN-10: 0273652419
ISBN-13: 9780273652410
Edition: 2001
List price: $37.99 Buy it from $9.99
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Description: In times of uncertainty, the ability to act without fear of failure can be a huge asset. In a world where the only thing you can be certain of is uncertainty, business leaders need to stop trying to control the uncontrollable, and start  More...

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Book details

List price: $37.99
Copyright year: 2001
Publisher: FT Press
Publication date: 5/10/2001
Binding: Paperback
Pages: 240
Size: 6.75" wide x 9.75" long x 1.25" tall
Weight: 1.232
Language: English

In times of uncertainty, the ability to act without fear of failure can be a huge asset. In a world where the only thing you can be certain of is uncertainty, business leaders need to stop trying to control the uncontrollable, and start embracing the unknown. This book will show you how to be comfortable with ambiguity, confident with change, open to discovery and at ease with the new world of business. Then you can lead with confidence and flexibility, whatever the situation. Want to be more confident about the ambiguities that you and your business face? Ask yourself these questions: Am I drawn instinctively to the edge of my knowledge rather than the centre of it? Am I attracted to projects and problems with an element of the unknown in them? Do I have trouble with heated situations? Will I generally take a chance and make a decision? Do I prefer to have a full set of information before deciding? Do I ask penetrating questions about what's going on? Can I decide what are the most important things to do? Can I capture a business strategy in a single sentence? Your answers will reveal some of the essential elements of personal and corporate success in the new economy. Curiosity, risk taking, focus, persuasion and energy are personal skills that you can bring to bear to tackle tough issues, simplify complex topics, gather energy from complex challenges and carry people with you. Relax... will help you decide intuitively, act decisively and lead through ambiguity and change. This inventive and interactive book will help you develop the behaviours lead the way when the way is changing.

Acknowledgments
Prologue
Introduction
Welcome to uncertainty
Start with behavior
Leaders, leaders everywhere
The real work of leadership is embracing ambiguity
Where are the role models?
Why relax?
How old is new?
It's what you do, not what you meant to do
Who are we writing for?
Finding answers to the questions
Send in the metaphors
Two kinds of ambiguity and uncertainty
The real work of leadership
The real change saloon
Damaging illusions from the twentieth century
The ABCs of enhancement
The MBE of action
What are Enablers?
What does each Enabler do?
Are some Enablers more important than others?
Motivated by mysteries
Motivated by what?
Mystery-Seekers are ...
Signs of Mystery-Seekers
Case study
What happens if no one is motivated by mysteries?
Difficult learning
Links with other Enablers
How to be more motivated by mysteries
Explore and expand
Be risk tolerant
What is risk?
Risk-Tolerators are ...
Signs of Risk-Tolerators
Case study
What happens if no one wants to tolerate risk?
Links with other Enablers
How to be more risk tolerant
Explore and expand
Scan ahead
Polish up your personal radar
Future-Scanners are ...
Signs of Future-Scanners
Futurists
Deep drillers
Case study
What happens if no one scans ahead?
Where's the vision?
How to enhance your future-scanning
Explore and expand
Tackle tough issues
It isn't interesting if it isn't challenging
Tenacious Challengers are ...
Signs of Tenacious Challengers
Motivated by challenge
Tenacious
Case study
What happens when no one wants to tackle tough issues?
Links with other Enablers
How to enhance your ability to tackle tough issues
Explore and expand
Create excitement
Who's having fun?
Exciters are ...
Signs of Exciters
Enthusiastic
Invigorating
Case study
What happens when no one creates excitement?
Links with other Enablers
How to create more excitement
Explore and expand
Be flexible
Flexible Adjusters are not rigid
Flexible Adjusters are ...
Signs of Flexible Adjusters
Making on-line adjustments
Sell change
Case study
What happens when no one is flexible?
Links with other Enablers
How to be more flexible
Explore and expand
Be a simplifier
Making the complex simple
Simplifiers are ...
Signs of Simplifiers
Essence detectors
Clarifiers
Interpreters
Case study
What happens when no one acts as a Simplifier?
Links with other Enablers
How to be a better Simplifier
Explore and expand
Be focused
What won't we do today?
Focusers are ...
Signs of Focusers
Case study
What happens when no one focuses?
Links with other Enablers
How to be better focused
Explore and expand
What are Restrainers?
How can I find out how well I am doing?
Having trouble with transitions
What problems will being a Poor Transitioner bring me?
Poor Transitioners are ...
Signs of Poor Transitioners
Case study
How to become better at managing transitions
Explore and expand
Not motivated by work
Are you a Wet Blanket?
Wet Blankets are ...
Signs of Wet Blankets
Case study
How to throw off the Wet Blanket
Explore and expand
Fear of conflict
Do you avoid conflict?
Conflict-Avoiders are ...
Signs of Conflict-Avoiders
Case study
How conflict avoidance reduces effectiveness
How to reduce your aversion to conflict
Explore and expand
Introduction to Restrainers 4 and 5
Who did you confuse today--yourself or someone else?
Muddy thinking
You may be confusing yourself
Muddy Thinkers are ...
Signs of Muddy Thinkers
Case study
Get rid of the mud!
Explore and expand
Complex communication
Did you confuse someone else today?
Complex Communicators are ...
Signs of Complex Communicators
Case study
How to make the complex seem simple
Explore and expand
Introduction to Restrainers 6 and 7
Did I miss something?
Hooked on detail
Could you be more precise, please?
Detail Junkies are ...
Signs of Detail Junkies
Case study
How to treat the Detail Junkie habit
Explore and expand
Narrow-band thinking
Why didn't I think of that?
Narrow Thinkers are ...
Signs of Narrow Thinkers
Case study
What to do about narrow thinking
Explore and expand
Tethered to the past
How good and how old were the "good old days?"
Repeaters are ...
Signs of Repeaters
Case study
How not to become too tethered to the past
Explore and expand
Leadership--the ne(x)t generation
How will more leadership theory help me?
Take me to your leader
Leaders were born, but now they're grown
War Office WOSBIES
The task and the people
Situational solutions
I have a dream ...
A new leadership style--learning leadership
Beam me up, Scotty
Toward a comprehensive leadership map
Do leaders manage or do managers lead?
Field notes from the front line
The uncertainty of the new
The responsibility of the new

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