Leaders Make the Weather (eBook, ePUB)
PAYBACK Punkte
3 °P sammeln!
Everything a leader says and does is scrutinized for meaning because being a leader assumes importance as a form of communication often far beyond what the leader imagines. People watch what leaders say and don't say, what they do and don't do.We notice where our bosses sit, where they park or whether they use public transit, what's first and last on their agendas, and questions they ask (or don't). We watch their body language. We note their tone of voice and facial expressions. We pay close attention to what they wear, who they promote, and who they ignore. Then we do what they do.. If you'r...
Everything a leader says and does is scrutinized for meaning because being a leader assumes importance as a form of communication often far beyond what the leader imagines. People watch what leaders say and don't say, what they do and don't do.
We notice where our bosses sit, where they park or whether they use public transit, what's first and last on their agendas, and questions they ask (or don't). We watch their body language. We note their tone of voice and facial expressions. We pay close attention to what they wear, who they promote, and who they ignore. Then we do what they do.
. If you're chronically late, your people will be late.
. If you take copious notes at meetings, your people will take copious notes at meetings.
. If you are aggressively challenging your people, your people will aggressively challenge others.
. If you ask supportive questions, your people will ask supportive questions.
When you take a leadership role-whether CEO or first line leader-you take a role in a fishbowl. People will take their cues from you and will replicate your behavior.
Leaders must be what they want others to be. This book provides the shortcuts taken from real case experiences.
We notice where our bosses sit, where they park or whether they use public transit, what's first and last on their agendas, and questions they ask (or don't). We watch their body language. We note their tone of voice and facial expressions. We pay close attention to what they wear, who they promote, and who they ignore. Then we do what they do.
. If you're chronically late, your people will be late.
. If you take copious notes at meetings, your people will take copious notes at meetings.
. If you are aggressively challenging your people, your people will aggressively challenge others.
. If you ask supportive questions, your people will ask supportive questions.
When you take a leadership role-whether CEO or first line leader-you take a role in a fishbowl. People will take their cues from you and will replicate your behavior.
Leaders must be what they want others to be. This book provides the shortcuts taken from real case experiences.
Dieser Download kann aus rechtlichen Gründen nur mit Rechnungsadresse in A, D ausgeliefert werden.
Andere Kunden interessierten sich für
