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Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders

Book Description

This book reveals the three most important capabilities leaders must demonstrate today: the ability to set strategy, empathize with others, and take risks—all at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmith—who teach and coach CEOs and executive teams throughout the world—argue that to be successful in a complex, matrixed, fast-moving world, "whole" leaders must set strategy, develop trusting relationships with others, and consistently do the right thing based on personal values. "Partial" leaders, often the product of traditional executive programs, may be successful in the shortrun, but their companies lose over time. Filled with case studies of companies such as Bank of America, Johnson & Johnson, Novartis, and UBS, Head, Heart, and Guts, lays out specific steps and actions for leaders who want to grow beyond their "leadership comfort zone" and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop "whole" leaders throughout their leadership pipeline.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Introduction
    1. What’s Wrong with Partial Leadership
    2. Who We Are
    3. What We Stand for and Teach
    4. A New Way to Approach an Old Subject
    5. Contents of This Book
    6. The Scarecrow, the Tin Man, and the Cowardly Lion
  4. Part One - THE CASE FOR WHOLE LEADERSHIP
    1. Chapter 1 - WHOLE LEADERSHIP VERSUS PARTIAL LEADERSHIP
      1. Factors Driving This Leadership Trend
      2. Anatomy of a Whole Leader
      3. Context Leadership
      4. The Problem with Partial Effectiveness
      5. Does Your Organization Lean Toward Whole or Partial Leadership?
    2. Chapter 2 - DEVELOPING LEADERS THE SYSTEMIC, INTEGRATED WAY
      1. Moving from the Classroom to Rocks-and-Ropes—-and Beyond
      2. Creating a Risk-Taking, Interpersonal, Intelligent Development Process
      3. Recognizing That Different Combinations of Head, Heart, and Guts Are Needed in ...
      4. Guts: The Trickiest Developmental Area
  5. Part Two - HEAD LEADERSHIP
    1. Chapter 3 - RETHINKING THE WAY WE DO THINGS AROUND HERE
      1. Finding a Fresh Perspective Is Easier Said Than Done
      2. Why Now Is a Good Time to Start Rethinking
      3. How to Catalyze Fresh Viewpoints
      4. Rethinking Is Relative
    2. Chapter 4 - REFRAMING THE BOUNDARIES
      1. Boundaries That Exist in Different Directions and Dimensions
      2. Reframe, Don’t Destroy
      3. What Keeps Boundaries Fixed and Formidable
      4. The Three Catalysts
    3. Chapter 5 - GETTING THINGS DONE
      1. Strategic or Operational, Rarely Both
      2. What Stands in the Way of a Lewis-Like Mind-Set
      3. Getting Things Done in a Chaotic, Unforgiving Environment
      4. Banishing the Old Model of a Leader Who Executes
    4. Chapter 6 - DEVELOPING AND ARTICULATING A POINT OF VIEW
      1. Why People Fail to Develop Their Beliefs and Take a Stand
      2. What “Point of View” Means
      3. The Five-Step Process
  6. Part Three - HEART LEADERSHIP
    1. Chapter 7 - BALANCING PEOPLE NEEDS WITH BUSINESS REQUIREMENTS
      1. Make the Heart-Results Connection
      2. Being Nice Versus Being Kind
      3. The Overly Empathetic Trap
      4. How to Keep People’s Requirements in Mind Without Forgetting the Demands of the Business
    2. Chapter 8 - DELIVERING INTEGRATED SOLUTIONS THROUGH TRUST
      1. Redefining White Space Over Time
      2. Understanding What Trust Entails and Why Many Leaders Have Trouble with It
      3. Developing the Ability to Manage the White Spaces
      4. Finding the Balance in the White Space
    3. Chapter 9 - WORKING WITH AND LEADING PEOPLE FROM DIVERSE CULTURES
      1. Empathy and Toughness—-Not Mutually Exclusive
      2. The Ways Empathy Affects People and Programs
      3. Example of a Uniquely Compassionate Leader
      4. Developing Compassion
    4. Chapter 10 - OVERCOMING PERSONAL DERAILERS IN WORKING WITH OTHERS
      1. What Derailers Are and Why They Are Such a Concern for Leaders Today
      2. The Derailer Paradox
      3. Three Ways to Manage Derailers
  7. Part Four - GUTS LEADERSHIP
    1. Chapter 11 - TAKING RISKS WITH LITTLE OR NO DATA
      1. Why the Data Aren’t Enough
      2. Individual and Collective Intuition
      3. How to Encourage People to Rely on Their Instincts as Well as the Data
    2. Chapter 12 - BALANCING RISK AND REWARD
      1. Risk Proliferation
      2. The Art of Maintaining an Effective Balance
      3. Wrong Ways to Balance the Equation
      4. Creating a Climate and Leaders Who Know How to Balance Paradoxical Situations
    3. Chapter 13 - ACTING WITH UNYIELDING INTEGRITY
      1. How Integrity Translates into Leadership Terms
      2. People Who Display the Courage of Their Convictions
      3. How to Develop Unyielding Integrity
  8. Part Five - MATURE LEADERSHIP
    1. Chapter 14 - DEVELOPING MATURE LEADERS FOR THE TWENTY-FIRST CENTURY
      1. What Companies Need
      2. How Organizations Can Help Leaders Mature
      3. The Next Step in Leadership Development
  9. References
  10. About the Authors
  11. Index