Often the very same skills and traits that enable rising stars to achieve success tenacity, aggressiveness, self-confidence become liabilities when promoted into a leadership track. While managers'' conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth.
- Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developing others
- Provides an action plan for boosting your personal leadership potential, as well for developing leadership skills in others
Trade Review
“In their brilliant new book, Leadership Conversations, Alan Berson and Richard Stieglitz offer proven methods, instructive examples, and provocative questions that enable leaders to engage in more meaningful conversations—the kinds of conversations that produce innovative solutions, cause deep self-examination, and stimulate disciplined development. I highly recommend this book to leaders at all levels. When you apply the principles and processes in Leadership Conversations it will transform your relationships and your business.”
—James Kouzes, coauthor of the bestselling The Leadership Challenge, and Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
“Leadership Conversations is a powerful tool executives can add to their arsenal to help them connect with their followers, thereby bringing their own unique philosophy into practice to meet today’s critical leadership challenges.”
—Jason Wingard, Ph.D., vice dean of executive education, the Wharton School of the University of Pennsylvania
“Leadership Conversations gets at the essence of leadership versus management and is a critical read for managers who must develop leadership skills. The ultimate lesson is recognizing and learning what you don’t know.”
—Donald E. Stone, Jr., PE, CEO, Dewberry
“Grounded in a belief that leaders need to master themselves, credibly lead work, and manage human systems, Leadership Conversations is a great resource for coaches and leaders alike. Coaches would do well to share it with the leaders they coach, as it offers thought-provoking ideas, tips, and ways to rethink and reimagine leadership, all aimed at greater well-being and success.”
—Christine Wahl, M.A.Ed., MCC, founder, leadership coaching program, Georgetown University
“In our time-constrained world, full of electronic communications, it is more important than ever for an aspiring leader to be able to conduct face-to-face conversations that unite organizations and make things happen. Leadership Conversations explains how.”
—Robert Wray, Rear Admiral, US Navy
“Leadership Conversations is an excellent framework for executives to use worldwide in leadership training programs. It encourages grounded thinking around leadership and is a practical guide for developing leadership skills and discovering and forming one’s authentic leadership style.”
—Carol Roche Austin, head of human resources, Permira Advisors LLP
“Leadership Conversations is a practical and valuable book. The leadership and communication principles are presented in a clear manner that is relevant to leaders at all levels. The real-world insights will help readers be more effective leaders, driving high performance and success.”
—Tom Mutryn, EVP and CFO, CACI International
“Cultivating leaders is key to the growth of any organization. Leadership Conversations translates years of experience into an easy-to-follow road map to help identify leaders and push them to reach their maximum potential.”
—Ed Erhardt, president, global customer marketing and sales, ESPN
“Katerva's rapid rise to a world stage, with its thought leadership in sustainability, could not have happened without following the principles in this book. Leadership conversations are the key to creativity and can spur global innovation.”
—Terry Waghorn, founder and CEO, Katerva
“With multi-national operational challenges, I need practical advice that I can implement quickly. Leadership Conversations delivers with examples and guidance on how to have effective conversations.”
—Wesley J. Johnston; EVP and COO, Americas; Dimension Data
Table of Contents
Preface: Are You Having Leadership Conversations? xiii
Part 1 The High-Potential Challenges 1
1 Do You Really Want to Be a Leader? 3
2 What Blend of Management and Leadership Mindsets Is Best? 11
3 Have You Had Leadership Conversations Today? 19
4 Where Do You Stand on the Leadership Ladder? 29
Part 2 Conversations to Build Relationships 35
5 Learn the New Rules 37
6 Your Relationships Define You 47
7 Know Your Strengths and Their Shadows 57
8 People Aren’t Machines 65
9 Don’t Let Them Assume They Know What You’re Thinking 75
10 Embrace Differences 83
Part 3 Conversations to Develop Others 89
11 The Battle for Talent 91
12 The Challenge of Leading Other High Potentials 103
13 Conversations You Must Have 115
14 What Gets in Your People’s Way? 127
15 Recognition—Making It All Worthwhile 139
Part 4 Conversations to Make Decisions 147
16 Develop Your Judgment Gene 149
17 What You Know Is Irrelevant 161
18 Be Curious—Ask Great Questions 173
19 If You Can’t Change, Retire 187
Part 5 Conversations to Take Action 197
20 Moving Smoothly into Action 199
21 Planning Successful Actions 207
22 When Things Change 215
23 Lessons from Success and Failure 225
24 Inspiring People in Turbulent Times 233
Part 6 Your Leadership Conversations 243
25 Conversations at the Top 245
26 Conversations for Executive Leaders 251
27 Conversations for Managers of Managers 257
28 Conversations for First-Line Managers 263
29 Your Personal Action Plan 269
Notes 275
Bibliography 277
Acknowledgments 281
About the Authors 283
Index 285
