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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010195229 | HD57.7 F74 2008 | Open Access Book | Book | Searching... |
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Summary
Summary
National Bestseller
"Students talk about Stewart D. Friedman, a management professor at the Wharton School, with a mixture of earnest admiration, gratitude and rock star adoration." -- New York Times
Now more than ever, your success as a leader isn't just about being a great businessperson. You've got to be a great person, performing well in all domains of your life--your work, your home, your community, and your private self.
That's a tall order.
The good news is that, contrary to conventional wisdom about "balance," you don't have to assume that these domains compete in a zero-sum game. Total Leadership is a game-changing blueprint for how to perform well as a leader not by trading off one domain for another, but by finding mutual value among all four. The author shows you how to achieve these "four-way wins" as a leader who can:
· Be real: Act with authenticity by clarifying what's important
· Be whole: Act with integrity by respecting the whole person
· Be innovative: Act with creativity by experimenting to find new solutions
With engaging examples and clear instruction, Friedman provides more than thirty hands-on tools for using these proven principles to produce stronger business results, find clearer purpose in what you do, feel more connected to the people who matter most, and generate sustainable change.
Most leadership development books focus only on your professional skills, while books about personal growth concentrate on your needs beyond work. Total Leadership is different. It's a unique and long-awaited resource that shows how to win in all domains of life.
Author Notes
Stewart D. Friedman is the founding director of the Wharton School's Leadership Program and Wharton's Work/Life Integration Project. He is the former head of Ford's Leadership Development Center
Reviews 1
Booklist Review
Friedman, a former academic and leadership consultant, presents Total Leadership, his four-way win method that enables a leader to find mutual value at work, at home, in the community, and personally. He explains that his views are not work-life balance, which he considers a zero-sum game. Using exercises, stories, charts, and lists, the author describes Total Leadership as a program for becoming a leader who acts with authenticity by determining what is important, who acts with integrity by respecting all parts of his life, and who acts with creativity by experimenting to find new solutions. Claiming leadership can and must be learned, the author offers step-by-step instructions for using his principles to produce stronger business results while having a richer life and creating opportunities for others. Although this book appears to be a manual for client seminars and an infomercial for his consulting activities, Friedman nevertheless offers thoughtful insight into important leadership qualities that will improve results while allowing for a fulfilling life for leaders and their followers.--Whaley, Mary Copyright 2008 Booklist
Table of Contents
| Preface ndash; How Total Leadership Came to Life |
| 1 Introduction ndash; The Total Leadership Experience |
| Part I Be Real: Act with Authenticity |
| 2 Clarify What's Important to You |
| 3 Take the Four-Way View |
| Part II Be Whole: Act with Integrity |
| 4 Respect the Whole Person |
| 5 Talk to Your Stakeholders |
| Part III Be Innovative: Act with Creativity |
| 6 Design Experiments |
| 7 Bring Others Along With You |
| 8 Conclusion ndash; Reflect and Grow |
| Acknowledgements |
| Appendices A Your Total Leadership Coaching Network |
| B Scoring Four-Way Wins With Total Leadership in Your Organization |
| C Further Reading |
| Table of Exercises 1.1 Your Goals For The Total Leadership Program |
| 2.1 Where Have You Come From? |
| 2.2 A History of Your Future ndash; Your Leadership Vision |
| 2.3 Your Core Values |
| 2.4 Connecting the Dots |
| 3.1 The Four-Way Attention Chart |
| 3.2 The Four Circles |
| 3.3 Domain Satisfaction ndash; The Four-Way Happiness Rating |
| 3.4 Connecting the Dots |
| 4.1 Who Matters Most? |
| 4.2 Expectations Stakeholders Have of You |
| 4.3 Expectations You Have of Stakeholders |
| 4.4 See Your Life as a System You Can Change |
| 4.5 Forms of Communication |
| 5.1 Refine Your Approach |
| 5.2 Uncover Underlying Interests and New Ways of Meeting Expectations |
| 5.3 Get Inside Their Heads and Hearts |
| 5.4 Talk, Take Notes, and Reflect |
| 6.1 Identify Possible Four-Way Wins |
| 6.2 Choose the Most Promising |
| 6.3 Set Your Game Plans |
| 6.4 Create Scorecard ndash; Goals |
| 6.5 Create Scorecard ndash; Metrics |
| 7.1 Get in the Game! Act, Adjust, Act, Adjust |
| 7.2 Serve Their Interests |
| 7.3 Identify the Missing Pieces in Your Network |
| 7.4 Grow Your Network |
| 8.1 Review Your Scorecards |
| 8.2 Review Stakeholder Expectations |
| 8.3 Review What's Important |
| 8.4 Return to Your Baseline |
| 8.5 Distill Your Leadership Lessons |
| 8.6 Your Development as Student and Coach |
| 8.7 Tell Your Story |
