You are previewing Managers and Leaders Who Can: How you survive and succeed in the new economy.
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Managers and Leaders Who Can: How you survive and succeed in the new economy

Book Description

For a successful world economic system we need some fundamental changes that respond to the changing nature and expectations of society. Capitalism has to become more robust, more acceptable and more sustainable.

Managers and Leaders Who Can provides a vision and road-map for making sense of the new world we live in as it affects management and leadership. Looking at the new economic and social circumstances of the post-recession world and examining the implications holistically for management and leadership, for governments, employers and individuals alike, this book provides practical guidance and illustrations on how to take forward the development challenge on a national, organisational and individual level.

Praise for Managers and Leaders Who Can:

"Ruth Spellman's book is a timely and long awaited outstanding addition to the management literature. This is a 'must read' for anybody in a leadership or managerial role."

Prof. Cary L. Cooper, CBE, Distinguished Professor of Organisational Psychology and Health at Lancaster University Management School

"Ruth Spellman has provided the thought platform from which a younger generation of aspiring leaders and managers can transform the nature of their profession. I urge you to read this and be creative!"

Des Benjamin, CEO Simplyhealth

"In times of unprecedented change, Managers and Leaders Who Can equips managers with tangible tools and case studies to develop their own and their organisations' capabilities. Spellman offers superb, practical and up-to-date insight into what employees want, what managers need and what all business leaders have to focus on to develop competitive advantage in turbulent times."

Christina Ioannidis, Founder and CEO, Aquitude; author of Your Loss: How to Win Back your Female Talent

"Ruth is absolutely right to identify and describe how leadership has to adapt to a totally new business environment. The advice and thoughts in this book will be valuable to all leaders in the public and private sectors."

Miles Templeman, DG, IOD

"Chief Executives in the third sector are facing enormous challenges in the world they operate in. ACEVO members look to us for guidance in these difficult times and this book will be essential and very valuable reading for them in supporting them to make the changes many will need to make."

Stephen Bubb, CEO ACEVO

Table of Contents

  1. Title Page
  2. Copyright Page
  3. ABOUT THE AUTHOR
  4. Acknowledgements
  5. CONTRIBUTORS
  6. Foreword
  7. Introduction
  8. CHAPTER 1 - VALUES AND ETHICS
    1. Perception versus intent
    2. The right time – or all the time?
    3. Consultation, not coercion
    4. Living the values
    5. Personal values and ethics
    6. Values in the public sector
    7. Making the link to CSR
    8. The business case for CSR
    9. CSR in practice
    10. Social entrepreneurship
    11. Support from professional bodies
    12. The future
  9. CHAPTER 2 - MANAGING YOURSELF AND LEADING OTHERS
    1. Building self-awareness
    2. Be the person you want to be
    3. Developing management skills
    4. Managing your time
    5. Banking time
    6. Leading others
    7. Work – but not as we know it
    8. Adapting your leadership style
    9. Setting standards
    10. Managing boundaries
    11. Taking responsibility for failure
    12. Celebrating success
    13. Valuing and developing your people
    14. Communicating with purpose
  10. CHAPTER 3 - MANAGING CHANGE AND UNCERTAINTY
    1. Planning for change
    2. Building the right culture
    3. Developing a communication strategy
    4. Building employee commitment
    5. Dealing with the politics
    6. Equipping people to manage change
    7. Stand back and review progress
  11. CHAPTER 4 - MANAGING STAKEHOLDERS
    1. What is a stakeholder?
    2. Identifying your stakeholders
    3. Prioritise your stakeholders
    4. Mapping interactions
    5. Understanding stakeholders
    6. Dealing with conflicting demands
    7. Managing stakeholder relationships
    8. Reaping the rewards
    9. Monitoring and review
  12. CHAPTER 5 - RISK AND BUSINESS CONTINUITY MANAGEMENT
    1. What do we mean by ‘risk’?
    2. Risk in reality
    3. Risk in good times and bad
    4. Risk in the public sector
    5. Creating the right culture for risk management
    6. Key skills for managers
    7. Business continuity management
    8. Putting BCM into practice
    9. Ongoing monitoring
  13. CHAPTER 6 - MANAGING THE ENVIRONMENT
    1. Sustainable development – a critical role for businesses
    2. Current practice
    3. Drivers of green management
    4. Taking small steps
    5. Getting to grips with regulation
    6. Future challenges
  14. CHAPTER 7 - MANAGING INNOVATION
    1. Innovation in practice
    2. Barriers to innovation
    3. Impact of the recession
    4. Innovation in the public sector
    5. Facilitating innovation
  15. CHAPTER 8 - MANAGING BRAND AND REPUTATION
    1. Exploiting the brand
    2. Protecting the brand in tough times
    3. Managing the brand online
    4. Creating internal brand engagement
    5. Engaging stakeholders in the brand
    6. Measuring brand equity
  16. CHAPTER 9 - MANAGING DIVERSITY
    1. Diversity – the true picture
    2. Overcoming the barriers to diversity
    3. Taking diversity forward
  17. CHAPTER 10 - FINAL WORDS
    1. On values
    2. On managing yourself and others
    3. On managing change and uncertainty
    4. On managing stakeholders
    5. On risk and business continuity
    6. On managing the environment
    7. On managing innovation
    8. On managing brand and reputation
    9. On managing diversity
  18. HELP AND RESOURCES
  19. INDEX