{"product_id":"hidden-truths-9781119682332","title":"Hidden Truths","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003eComplete your leadership toolkit with this inside look at high-level, executive positions Hidden Truths: What Leaders Need to Hear But Are Rarely Told delivers profound and rarely discussed insights about C-suite jobs that provide aspiring leaders with practical, new skills that will equip them for the immense challenges of their desired jobs. Through 14 illuminating chapters, accomplished Harvard Business School faculty member and former Senior Partner of McKinsey \u0026amp; Company sets out the essential habits that help leaders create success, time and time again.    You'll learn: How to recognize the limits of monetary incentives for employees and colleaguesTo manage your relationships with members of the Board of DirectorsHow to value and realize true diversityHow to manage mergers and acquisitions properly, one of the most difficult parts of business leadership Perfect for managers, executives, and other business leaders with an eye on the C-suite, Hidden Truths also belongs on the bookshelves of people who already find themselves in a C-level position and wish to learn how to better manage the stresses and challenges of the job.\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eNew CEOs must learn how to:\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1 \u003cb\u003eArrive Prepared\u003c\/b\u003e—new CEOs must hit the ground running with a game plan and a core team; time is now of the essence, and board patience is limited 1\u003c\/p\u003e \u003cp\u003e2 \u003cb\u003eAvoid Half-Truths and Misperceptions\u003c\/b\u003e—the reality for CEOs is they are rarely told the whole truth by their teams: It arrives with shades of meaning and many misperceptions and political posturing 23\u003c\/p\u003e \u003cp\u003e3 \u003cb\u003eAdopt a Constituent Consciousness\u003c\/b\u003e—new CEOs are easily overwhelmed by the sheer volume, breadth, and intensity of the constituencies they must now personally handle 49\u003c\/p\u003e \u003cp\u003e4 \u003cb\u003eStart Change Management by Changing the Management\u003c\/b\u003e—to lead in new directions and create momentum for change means you best start by changing key executives 59\u003c\/p\u003e \u003cp\u003e5 \u003cb\u003eAvoid Becoming Isolated—\u003c\/b\u003ebeing a CEOs is a lonely job—most are cut off from prior support teams and colleagues—far too few are available to deliver unvarnished advice 73\u003c\/p\u003e \u003cp\u003e6 \u003cb\u003eManage the Mentorship Conundrum—\u003c\/b\u003eCEOs need to manage the conflict between their desire to build a team that follows their agenda and the expectation of the board of directors that the CEO will develop a successor who is able to create their own leadership agenda 89\u003c\/p\u003e \u003cp\u003e7 \u003cb\u003eUse Role Modeling as a Change Tool\u003c\/b\u003e—how leaders act, speak, allocate their time, and set priorities are some of the most effective and least used CEO management practices 99\u003c\/p\u003e \u003cp\u003e8 \u003cb\u003eUse Psychic Rewards, Not Just Monetary Ones—\u003c\/b\u003emonetary awards have natural limits, so it’s better to use other meaningful incentives that appeal to people’s sense of self and belonging to sustain change 115\u003c\/p\u003e \u003cp\u003e9 \u003cb\u003eGet on Board with Your Board—\u003c\/b\u003ethe CEO-board relationship is one of the most complicated and challenging of all CEOs relationships Most CEOs underinvest in this relationship—often to their detriment 127\u003c\/p\u003e \u003cp\u003e10 \u003cb\u003eDo Good While Doing Well—\u003c\/b\u003eCEOs must now balance the needs of shareholders and stakeholders; this is a tricky balance to maintain and real action is hard 143\u003c\/p\u003e \u003cp\u003e11 \u003cb\u003eEmbrace the Value and Reality of Diversity—\u003c\/b\u003eleaders need to deeply embrace the long-term value of diversity, commit to outsized efforts, welcome demanding constituencies, and commit to the personal leadership this goal requires—all while meeting short term commitments 157\u003c\/p\u003e \u003cp\u003e12 \u003cb\u003eKnow When to Leave—\u003c\/b\u003etoo few leaders are sufficiently self-aware to recognize when they have plateaued and need to depart 165\u003c\/p\u003e \u003cp\u003e13 \u003cb\u003ePlan a Post-Leadership Life—\u003c\/b\u003eCEOs shouldn’t drift thoughtlessly or naïvely into the next phase of their lives but create a purposeful strategy prior to their exit 177\u003c\/p\u003e \u003cp\u003e14 \u003cb\u003eStrive for Authenticity—\u003c\/b\u003ebeing oneself rather than acting the part is key to being a successful leader 193\u003c\/p\u003e \u003cp\u003e15 \u003cb\u003eSeek Truths in the Future—\u003c\/b\u003eWhy the truths that are important today will be even more relevant tomorrow 205\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407119327575,"sku":"9781119682332","price":20.4,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781119682332.jpg?v=1730498245","url":"https:\/\/bookcurl.com\/products\/hidden-truths-9781119682332","provider":"Book Curl","version":"1.0","type":"link"}