Alan Watkins

4D Leadership

Competitive Advantage Through Vertical Leadership Development

• Broschiertes Buch

Produktbeschreibung

The concept of Alan Watkins new book "4D Leadership" is built around the concept of vertical development: when leaders expand their capabilities to see further, understand more, think better, and become more sophisticated and flexible in the way they approach people and situations. Vertical development focuses on being able to think more complexly, systemically, and strategically, whereas horizontal development consists of learning new skills and knowledge. Vertical development, or the fourth dimension, is crucial in today s volatile, uncertain, complex, and ambiguous business world; without it, leaders will not be sophisticated enough to solve problems of fast-changing and complex businesses."4D Leadership" explains that when it comes to business, there are three dimensions to viewing the world: the objective world of doing, the subjective world of being, and the interpersonal world of relationships. When leaders are proficient in all three dimensions and can move effortlessly between the three, they have achieved 4D leadership. This book sets out to offer a clear framework on how exactly to do this. For each dimension, Alan Watkins explains the related line of development and how to move up a developmental level, unlocking new sophistication, capacity, and ability.

Produktdetails

• Verlag: Kogan Page
• Seitenzahl: 248
• Erscheinungstermin: 1. Dezember 2015
• Englisch
• Abmessung: 234mm x 156mm x 14mm
• Gewicht: 383g
• ISBN-13: 9780749474645
• ISBN-10: 0749474645
• Artikelnr.: 43328850

Autorenporträt

Dr. Alan Watkins is CEO and Founder of Complete Coherence. Both physician and neuroscientist, he has been a coach to many top CEOs and business leaders for over 15 years. He is the best-selling author of Coherence (Kogan Page).

Inhaltsangabe

Introduction
PART ONE The objective world of 'doing' ('IT')
01 The escalating leadership challenges in the VUCA world
Business then compared to business now
The swing to shareholder value
Disastrous shift from real market return to expected future return
Technological acceleration
The risk and the opportunity in the VUCA environment
Consequences of 1D emphasis on 'IT' dimension
The responsibility virus
'Buckeroo management'
02 Vertical development in the 'IT' dimension
The performance curve
Performance management is hampered by the mis-measurement of talent
Common pitfalls in assessing leadership behaviour
Vertical development of the behaviour line of development
The 11 performance-driving behaviours
Level of competency within the 11 behaviours
Developing performance-driving behaviours and behavioural constructs
Increasing effectiveness in the exterior world of 'IT'
Active pressure and polarity management
Holacratic or effective governance
Network analysis
Action steps
PART TWO The subjective world of 'being'
03 Vertical development of the 'I' dimension
The integrated performance model
Leadership is an inside job - the power of 'I'
The role of physiology on leadership
Coherence as the vertical development springboard
How to cultivate your interior world of 'I'
Physical skills
Personal skills
Identifying your purpose
The appreciation skill
Action steps
04 The untapped potential of adult maturity
Identity and the disease of meaning
The road to salvation: forget, distract or mature?
Adult ego maturity
Child to adult to mature adult
The leadership maturity profile (LMP)
Focus on what matters
Action steps
PART THREE The inter-personal world of 'relating'
05 Vertical development of the 'WE' dimension
We are defined by our relationships
Relationships are tough
Spiral dynamics and the evolution of value systems
Using spiral dynamics to better understand yourself and others
How to cultivate the interpersonal world of 'WE'
The MAP skill
Appreciation of others' skill
Action steps
06 The secret of successful relationships in the 'WE' dimension
Perspective taking
Ego maturity and perspective taking
Why 2nd person perspective is so rare
Getting into 2nd person perspective
Leadership behaviours and perspective taking
Team development
Effective feedback
Intention and impact
The MAP skill and relationship cache
Dimensions of feedback
Customizing the feedback
Network analysis revisited
Action steps
Conclusion
References
Index