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From Values to Action: The Four Principles of Values-Based Leadership

Book Description

Respected former CEO, professor, and speaker examines what it takes to become a values-based leader

In this highly-anticipated book, Harry Kraemer argues that today's business environment demands values-based leaders who, in "doing the right thing," deliver outstanding and lasting results. The journey to becoming a values-based leader starts with self-reflection. He asks, "If you are not self-reflective, how can you know yourself? If you do not know yourself, how can you lead yourself? If you cannot lead yourself, how can you lead others?" Kraemer identifies self-reflection as the first of four principles that guide leaders to make choices that honor their values and candidly recounts how these principles helped him navigate some of the toughest challenges he faced in his career.

  • Offers a framework for adopting the principles of values-based leadership self-reflection, balance, true self-confidence, and genuine humility to lead organizations effectively

  • Based on Kraemer's popular Kellogg MBA course on values-based leadership

  • A recognized expert in values-based leadership, Kraemer is a sought after speaker on the subject

Lively and engaging, Kraemer's book comes at a critical time when true leadership in every facet of society is desperately needed.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright
  4. Dedication
  5. Contents
  6. INTRODUCTION: DOING THE RIGHT THING
    1. VALUES-BASED LEADERS
    2. THE FOUR PRINCIPLES OF VALUES-BASED LEADERSHIP
    3. VALUES IN ACTION
    4. BEGIN YOUR LEADERSHIP JOURNEY
  7. PART I: THE FOUR PRINCIPLES
    1. CHAPTER 1: SELF-REFLECTION
      1. THE SELF-REFLECTION CONNECTION
      2. SETTING PRIORITIES
      3. WHAT HAPPENS WHEN YOU ARE NOT SELF-REFLECTIVE?
      4. UNDERSTANDING SELF-REFLECTION
      5. THE SELF-REFLECTIVE LEADER
    2. CHAPTER 2: BALANCE AND PERSPECTIVE
      1. DOING THE RIGHT THING RATHER THAN BEING RIGHT
      2. BALANCING SHORT-TERM PLANS AND LONG-TERM OBJECTIVES
      3. LIFE IN BALANCE
      4. 168 HOURS
      5. A SATISFYING LIFE
    3. CHAPTER 3: TRUE SELF-CONFIDENCE
      1. UNDERSTANDING TRUE SELF-CONFIDENCE
      2. WHEN A LEADER HAS FALSE SELF-CONFIDENCE
      3. THE COURAGE TO SPEAK YOUR MIND
      4. ESCALATING THE ISSUE TO SENIOR LEADERS
      5. FACING SETBACKS
      6. BUILDING CONFIDENCE AND COMPETENCE
      7. BUILDING STRENGTHS, IDENTIFYING WEAKNESSES
    4. CHAPTER 4: GENUINE HUMILITY
      1. IT'S MORE THAN SAYING, “AW, SHUCKS ...”
      2. RAW AMBITION RUBS PEOPLE THE WRONG WAY
      3. THE VALUE OF FOCUSING ON THOSE AROUND YOU
      4. WHEN YOU ARE PROMOTED
      5. YOU ARE NOT YOUR JOB
      6. REMEMBER THE CUBE
      7. RECOGNIZING THE VALUE OF EVERYONE
  8. PART II: THE ESSENTIAL ELEMENTS OF A VALUES-BASED ORGANIZATION
    1. CHAPTER 5: LEADING WITH VALUES
      1. WHAT ARE YOUR VALUES?
      2. VALUES THAT MATTER
      3. VALUES HELP YOU GENERATE SHAREHOLDER VALUE
      4. WHAT IS LEGAL VERSUS WHAT IS RIGHT
      5. SETTING AN EXAMPLE
    2. CHAPTER 6: TALENT MANAGEMENT AND LEADERSHIP DEVELOPMENT
      1. YOU'VE GOT TO OWN THE PEOPLE PROCESS
      2. NO MICROMANAGEMENT OF CAREER DEVELOPMENT
      3. SO WHAT ARE YOU LOOKING FOR?
      4. THE PROCESS
      5. “SO WHAT ABOUT ME?”
    3. CHAPTER 7: SETTING A CLEAR DIRECTION
      1. KEEPING THINGS SIMPLE
      2. COMMUNICATING CLEARLY AND BROADLY
      3. SETTING DIRECTION WITH FEEDBACK
      4. SETTING DIRECTION AT THE TOP
    4. CHAPTER 8: EFFECTIVE COMMUNICATION
      1. NEVER ASSUME
      2. COMMUNICATE IN GOOD TIMES (AND THREE TIMES AS OFTEN IN BAD TIMES)
      3. KEY COMPONENTS OF COMMUNICATION
      4. WHEN PEOPLE RELATE, THEY WILL FOLLOW
      5. THE POWER OF STORIES
    5. CHAPTER 9: MOTIVATION AND TEAM ENGAGEMENT
      1. TRUST—THE FOUNDATION OF THE TEAM
      2. A CLEAR, ELEVATING GOAL
      3. MOTIVATING AND ENGAGING YOUR TEAM
    6. CHAPTER 10: EXECUTION AND IMPLEMENTATION: MAKING IT HAPPEN
      1. LEADING VERSUS MANAGING
      2. WHAT KIND OF LEADER WILL YOU BE?
      3. AT THE POINT OF EXECUTION
      4. KNOWING THE RIGHT QUESTIONS TO ASK
      5. THE ABILITY TO CHANGE COURSE?
  9. PART III: LEADING YOUR ORGANIZATION FROM SUCCESS TO SIGNIFICANCE
    1. CHAPTER 11: THE COURAGE TO LEAD THROUGH CHANGE, CONTROVERSY, AND CRISIS
      1. EXPECTING THE UNEXPECTED
      2. DEALING WITH CHANGE
      3. WHEN CONTROVERSY ARISES
      4. FACING A CRISIS
      5. HAVING COURAGE
    2. CHAPTER 12: SOCIALLY RESPONSIBLE LEADERSHIP
      1. ON THE MOUNTAINTOP
      2. TAKE A GLOBAL PERSPECTIVE
      3. YOU CAN'T DO EVERYTHING
      4. WHERE CAN YOU MAKE A REAL DIFFERENCE?
      5. IT HAS TO BE GENUINE, OR IT WILL FAIL
      6. START AS SOON AS YOU CAN
      7. A LASTING IMPACT
  10. Acknowledgments
  11. About the Author
  12. INDEX