{"product_id":"leadership-wise-9781394191680","title":"Leadership Wise","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cb\u003eWhy do so many business books feel useless the moment they come in contact with your day job?\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness books often contradict one another, each providing advice that''s only helpful some of the time, and exhaustingly, your boss is going to cherry pick only the books that suit their way of working.\u003c\/p\u003e \u003cp\u003eAdditionally, too often leadership books push fundamentally changing your personality to look like some idealized leader, often some dude. That dude may not even be a business leader! They might be a marine, a mountain climber, or a politician. Their stories might inspire you to summit Everest, but they''re not going to help you figure out the looming company merger or what to do with that struggling manager\u003c\/p\u003e \u003cp\u003eIn \u003ci\u003eLeadership Wise,\u003c\/i\u003e Chief Product Officer at Podium, John Foreman, delivers a different and refreshingly practical take on business leadership. The author moves beyond what a leader should \u003ci\u003elook\u003c\/i\u003e like, to discuss how you can make better decisions\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003eA Few Things Up Front xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 Business Books Suck 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eContext Is Everything: Do Things That [Don’t?] Scale 6\u003c\/p\u003e \u003cp\u003eWhat If I Said That Bad Leaders Are Too Consistent? 11\u003c\/p\u003e \u003cp\u003eIntroducing Wisdom Literature 12\u003c\/p\u003e \u003cp\u003eThe Facebook Uncle Dilemma 14\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 Let’s Warm Up! Ten Business Choices Where One Option and Its Opposite Both Have Merit 19\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLet’s Take a “Walk Around the Business” 22\u003c\/p\u003e \u003cp\u003ePeople 24\u003c\/p\u003e \u003cp\u003eA Players vs. B Players 25\u003c\/p\u003e \u003cp\u003eAccountability vs. Blamelessness 30\u003c\/p\u003e \u003cp\u003eInputs vs. Outputs 34\u003c\/p\u003e \u003cp\u003eFar vs. Fast 36\u003c\/p\u003e \u003cp\u003eProcess 39\u003c\/p\u003e \u003cp\u003eSpeed vs. Order 40\u003c\/p\u003e \u003cp\u003eSpecialization vs. Generalization 41\u003c\/p\u003e \u003cp\u003eTop Down vs. Bottom Up 45\u003c\/p\u003e \u003cp\u003eProduct 49\u003c\/p\u003e \u003cp\u003eGood vs. Great 50\u003c\/p\u003e \u003cp\u003eBundling vs. Unbundling 52\u003c\/p\u003e \u003cp\u003eBuild vs. Buy 55\u003c\/p\u003e \u003cp\u003eI Didn’t Give You Answers; I Gave You Options 57\u003c\/p\u003e \u003cp\u003eLet’s Do a Little Exercise 59\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 Generating Options 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLet’s Get This Out of the Way: Consult Yourself 64\u003c\/p\u003e \u003cp\u003eConsult Your Co- workers and Customers 66\u003c\/p\u003e \u003cp\u003eSet Expectations in These Conversations: You’re Just Gathering Input 67\u003c\/p\u003e \u003cp\u003eConsult Your Network 69\u003c\/p\u003e \u003cp\u003eGo Ahead, Read the Business Books! 70\u003c\/p\u003e \u003cp\u003eManagement by Metaphor 71\u003c\/p\u003e \u003cp\u003eWhat Are My Levers? Chart Options Against Your Decision Levers 79\u003c\/p\u003e \u003cp\u003eUsing All the Parts of the Animal 81\u003c\/p\u003e \u003cp\u003ePull a “10th Man Rule” 82\u003c\/p\u003e \u003cp\u003eChecking In on Our Exercise 84\u003c\/p\u003e \u003cp\u003eWisdom Literature Would Suggest None of These Options Is “Wrong” 84\u003c\/p\u003e \u003cp\u003eIsn’t This Overkill? “Paralysis by Analysis” 85\u003c\/p\u003e \u003cp\u003eOver- confidently Incorrect 86\u003c\/p\u003e \u003cp\u003eThis Needn’t Take Long 86\u003c\/p\u003e \u003cp\u003eAnalysis Paralysis Is All About Objectives, Not Options 87\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 What’s Your Objective? 89\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Problem Isn’t a Priority 91\u003c\/p\u003e \u003cp\u003eTwo Words to Know and Love: Minimize and Maximize 93\u003c\/p\u003e \u003cp\u003eIs It Possible to Love Two Objectives at the Same Time? 96\u003c\/p\u003e \u003cp\u003eTurn Priorities Into Constraints 100\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5a A Brief Interlude 103\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThere’s Plenty of Book Left! 104\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 Check Yourself Before You Wreck Yourself 107\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGoing Deeper with Data 108\u003c\/p\u003e \u003cp\u003eIs an Anecdote Data? 109\u003c\/p\u003e \u003cp\u003eQuantitative vs. Qualitative Who Wants Pretty Good Pizza? 110\u003c\/p\u003e \u003cp\u003ePriorities and Constraints Come First 112\u003c\/p\u003e \u003cp\u003eYou Know What They Say About Assumptions 112\u003c\/p\u003e \u003cp\u003eDefault to Learning Fast and Iterating 113\u003c\/p\u003e \u003cp\u003eNot All Who Wander Are Lost 114\u003c\/p\u003e \u003cp\u003eOne- way vs. Two- Way Doors or Are They Streets? Two- Way Things 117\u003c\/p\u003e \u003cp\u003eDo a Premortem 121\u003c\/p\u003e \u003cp\u003eBlazing Through Covering Your Ass 127\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 Making the Most of Execution 129\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMake Your Decisions “Fully Loaded” 131\u003c\/p\u003e \u003cp\u003e“Use All the Parts of the Animal” 133\u003c\/p\u003e \u003cp\u003eEstablish Success and Failure Criteria Up Front 135\u003c\/p\u003e \u003cp\u003eBe Transparent, But Commit to the Bit! 139\u003c\/p\u003e \u003cp\u003eTransparency Costs You Nothing 140\u003c\/p\u003e \u003cp\u003eWhat’s “My Part of Our Whole?” 142\u003c\/p\u003e \u003cp\u003eCommit to the Bit 143\u003c\/p\u003e \u003cp\u003eThere Is No Separation of Mind and Body 144\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 “Keeping It Real” 147\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eEmotions Are Shortcuts 148\u003c\/p\u003e \u003cp\u003eDiving a Little Deeper into My Knee- Jerk Reactions 150\u003c\/p\u003e \u003cp\u003eAll Feelings Are Valid. Always Acting Out of Them Is Neither Authentic nor Beneficial 155\u003c\/p\u003e \u003cp\u003eA Process for Becoming Increasingly Authentic 157\u003c\/p\u003e \u003cp\u003eStart with Post Facto Reflection 160\u003c\/p\u003e \u003cp\u003ePositive Reinforcement Is the Feedback Loop That May in Fact Change You 163\u003c\/p\u003e \u003cp\u003eThat’s Cool. But It Doesn’t Apply to Me 164\u003c\/p\u003e \u003cp\u003eEnough with This Woo- Woo Feelings Stuff 166\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 Shaping the Company for Success 167\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCompany Culture and Values 168\u003c\/p\u003e \u003cp\u003eCulture Is a Sum of Our Values, Explicit and Implicit 169\u003c\/p\u003e \u003cp\u003eGood Leaders Actively Check On and Shape Their Culture to Produce Better Decisions 171\u003c\/p\u003e \u003cp\u003eCulture Eats Decision- Making for Breakfast 173\u003c\/p\u003e \u003cp\u003eSo How Do We Eat Culture for Breakfast? 175\u003c\/p\u003e \u003cp\u003eMaking Implicit Values Explicit 179\u003c\/p\u003e \u003cp\u003ePeople: Hiring, Managing, Promoting, and Firing 183\u003c\/p\u003e \u003cp\u003eHire People Who’ve Read and Like This Book 183\u003c\/p\u003e \u003cp\u003eGive Less Responsibility to Those Who Make Poor Decisions. Give More to Those Who Make Great Decisions 185\u003c\/p\u003e \u003cp\u003eScale Your Impact 188\u003c\/p\u003e \u003cp\u003eConclusion 189\u003cbr\u003e\u003cbr\u003e Acknowledgments 195\u003cbr\u003e\u003cbr\u003e About the Author 197\u003cbr\u003e\u003cbr\u003e Index 199\u003c\/p\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49407600525655,"sku":"9781394191680","price":18.69,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781394191680.jpg?v=1730499895","url":"https:\/\/bookcurl.com\/products\/leadership-wise-9781394191680","provider":"Book Curl","version":"1.0","type":"link"}