Description
Book SynopsisMost improvement consultants say improvement efforts must be led by the CEO, and that is certainly ideal. But the actual reality is most CEOs do not actively drive/guide improvement. They want it to happen, but they focus most of their energy on other issues. According to surveys from Gallup and others, the number one reason people say, I am not engaged is due to the behaviors of their direct boss! Those leaders (in the middle of an organization) have a tremendous amount of leverage; first- and second-line leaders directly touch 80% of the people in their organization. They have a tremendous amount of influence and more power than they might realize. This book focuses on that demographic.
This book describes four key foundations and 25 different actions leaders can practice to become more effective in training their eyes to see things tomorrow that are currently invisible. It helps leaders and managers to become better observers of their current reality by practicing getting b
