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The Reconnected Leader

Book Description

In the aftermath of the global financial crisis, a scandal-ridden business world, and a deeply unstable business environment, trust in businesses and business leaders is at an all time low. The Reconnected Leader evaluates the current situation and sets out an eight-step model to implementing new practices that help leaders reconnect with their teams and reset the relationship the business has with all its stakeholders. It is up leaders to set long-term goals that, if achieved, will create lasting value for businesses and for the communities they serve. Drawing on case studies from international organizations and a sound theoretical underpinning, thought leader Norman Pickavance argues that the solution lies with leaders. The Reconnected Leader invites readers on a journey to rediscover the true purpose of their business and find more innovative solutions that integrate the challenge of long-term societal needs and short-term financial results.

Table of Contents

  1. Cover
  2. Title Page
  3. Imprint
  4. Contents
  5. List of figures
  6. List of tables
  7. Introduction
    1. A new narrative
    2. Re-imagining leadership: A recurring phenomenon
    3. Why aren’t we learning the right lessons?
    4. A framework for ‘reconnected leadership’
  8. Part One: The great disconnection
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">01:</span> The great disconnection The great disconnection
      1. Are we learning the right lessons?
      2. Why competitive pressure crowds out ethical policies
      3. Mindsets and belief systems – ‘a distant signal’
      4. Careerism
      5. The disconnected board
      6. The disposable workforce
      7. Engineering out human connections
      8. The forgotten many (our broken approach to talent management)
      9. Fragmenting performance
      10. The unintended consequences of good governance
      11. The downsides of a digitally enhanced corporation
      12. Conclusion
  9. Part Two: <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="miloot">Eight steps to becoming a reconnected leader</span>
    1. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">02:</span> Introduction: The arrival of the connected era Introduction: The arrival of the connected era
    2. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">03:</span> Step 1: Discovering the power of purpose Step 1: Discovering the power of purpose
      1. Introduction
      2. Why develop a purpose?
      3. The power of purpose: Are you a Mode 1 or a Mode 2 organization?
      4. How do I discover and shape the purpose of my organization?
      5. Becoming purpose-driven
      6. Conclusion
    3. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">04:</span> Step 2: Building reconnected boards Step 2: Building reconnected boards
      1. Positioning: The six leadership practices
      2. Introduction
      3. Power and legitimacy
      4. The sources of board legitimacy
      5. Why better board connections require greater commitment
      6. The fiction of ‘board accountability’
      7. Accountable to a wider constituency
      8. Full accountability requires effective scrutiny
      9. A new culture of candour
      10. Speaking truth to power
      11. A new kind of non-executive director
      12. Consequences
      13. Ignorance and the doctrine of command authority
      14. Conclusion
    4. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">05:</span> Step 3: Creating reconnected work environments Step 3: Creating reconnected work environments
      1. Introduction
      2. Identity and belonging at work: Lessons from terrorism
      3. Organization and work design: Reconnecting leaders to the frontline
      4. New organization design requires a connector-in-chief
      5. Connected talent environments: The power of many
      6. Coaches can foster a growth mindset
      7. Conclusion
    5. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">06:</span> Step 4: Nurturing a spirit of shared enterprise Step 4: Nurturing a spirit of shared enterprise
      1. Introduction
      2. Context
      3. The changing psychological contract
      4. Individualism and insularity
      5. Employee ownership
      6. A marathon not a sprint
      7. Conclusion
    6. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">07:</span> Step 5: Connecting with the wider world Step 5: Connecting with the wider world
      1. Introduction
      2. Leaders thinking differently
      3. Changing the way we manage production
      4. Changing the way we manage people in global supply chains
      5. Changing the way we see our connections with customers
      6. Changing the way we see our relationship with the communities in which we are based
      7. Legacy
      8. Conclusion
    7. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">08:</span> Step 6: Creating deeper customer connections Step 6: Creating deeper customer connections
      1. Introduction
      2. What really matters?
      3. Levels of happiness
      4. Trusting in experiences
      5. How technology is redefining relationships with customers
      6. A ‘third place’ to connect
      7. Creating a fan base so ‘you’ll never walk alone’
      8. Conclusion
    8. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">09:</span> Step 7: Inspiring connected innovators Step 7: Inspiring connected innovators
      1. Introduction
      2. A ‘design by connection’ mindset
      3. Highly collaborative workers: Hackers
      4. Creative collaborations
      5. The edge of chaos: Making innovative connections
      6. From research and development to connect and develop: How connecting and developing improves innovation
      7. Conclusion
    9. <span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="uni-bold">10:</span> Step 8: Personal leadership Step 8: Personal leadership
      1. Introduction
      2. Creating a pivotal leadership axis
      3. Conclusion
    10. Conclusion
  10. References
  11. Index
  12. Full Imprint