Connected Leadership will show you how to:  Create a more agile organisation & respond swiftly to changing markets & customer needs  Cope with increasing market complexity & uncertainty  Build trust, reputation & become a more authentic leader  Develop a â connected leadershipâ approach
Connected Leadership will show you how to:  Create a more agile organisation & respond swiftly to changing markets & customer needs  Cope with increasing market complexity & uncertainty  Build trust, reputation & become a more authentic leader  Develop a â connected leadershipâ approachHinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Simon Hayward is an award-winning thought-leader, valued by major clients, including Three, HSBC, M&S and Network Rail as a trusted advisor & partner. He has a wealth of strategic consultancy & leadership experience gained over 25 years & has developed major strategic learning & development programmes across Europe, Asia, North America & the Far East.
Inhaltsangabe
About the Author Acknowledgements
1 – Introduction
2 - Why you need to know about connected leadership Old models are breaking down A new style of leadership Understanding connected leadership What connected leadership looks like What it doesn’t look like Key benefits of connected leadership Case study – Connected Leadership at Mandarin Oriental
3 - The end of business as usual? The rise of the ‘new’ consumer The emergence of the open and networked society The arrival of the ‘Millennials’ Summary
4 - The Connected leadership challenge Reinventing leadership What makes a good CEO? Leaders face a complex set of challenges What does the connected organisation look like? Leadership Brand What does the connected leader look like? Case study – Leading from the front
5 - Purpose and direction A time for renewal Why direction and purpose? Developing a clear sense of purpose Simon Sinek’s Golden Circle Establishing the right direction The leader’s role Other tips from the Pixar Media 22 Rules Case study – Connected Leadership at Standard Chartered
6 - Values in action Redefining and aligning the core values What’s important around here? Authentic leadership Emotional Capital capabilities Creating a values-led culture Ethical leadership Case Study – Values and authenticity at Marks & Spencer
7 - Connected relationships Looking outward Developing open and transparent relationships Balanced processing of information Strengthening key relationships – questions to ask
8 - Devolving decision-making Rethinking the balance of power Why decision-making needs to be devolved Organisational level Your role as leader Case study – Devolved decision making in action at Zara
9 - Encouraging collaborative achievement Breaking down barriers Why collaboration counts Understanding the different stages of team formation The human desire for community Organisational level Collaborating in consumer goods Finding the cause of conflict Your role as leader The persuasive power of collaboration Strategic listening from a CEO Case study – Connected Leadership at Telstra
10 - Creating an agile organisation Dealing with turbulence Disruptive technologies Innovation: unleashing the entrepreneurial spirit Develop a learning organisation Disruption builds adaptive leaders Prioritise ruthlessly Case study – Agility and customer focus at Three
11 - Taking people with you Building a connected company through strategic engagement Engaging all the managers Engaging everyone to create the connected company Communicating connectivity effectively Case study – Engaging people at Shop Direct Connected Company survey
12 - Next Steps Reflection Connected society Conclusion
2 - Why you need to know about connected leadership Old models are breaking down A new style of leadership Understanding connected leadership What connected leadership looks like What it doesn’t look like Key benefits of connected leadership Case study – Connected Leadership at Mandarin Oriental
3 - The end of business as usual? The rise of the ‘new’ consumer The emergence of the open and networked society The arrival of the ‘Millennials’ Summary
4 - The Connected leadership challenge Reinventing leadership What makes a good CEO? Leaders face a complex set of challenges What does the connected organisation look like? Leadership Brand What does the connected leader look like? Case study – Leading from the front
5 - Purpose and direction A time for renewal Why direction and purpose? Developing a clear sense of purpose Simon Sinek’s Golden Circle Establishing the right direction The leader’s role Other tips from the Pixar Media 22 Rules Case study – Connected Leadership at Standard Chartered
6 - Values in action Redefining and aligning the core values What’s important around here? Authentic leadership Emotional Capital capabilities Creating a values-led culture Ethical leadership Case Study – Values and authenticity at Marks & Spencer
7 - Connected relationships Looking outward Developing open and transparent relationships Balanced processing of information Strengthening key relationships – questions to ask
8 - Devolving decision-making Rethinking the balance of power Why decision-making needs to be devolved Organisational level Your role as leader Case study – Devolved decision making in action at Zara
9 - Encouraging collaborative achievement Breaking down barriers Why collaboration counts Understanding the different stages of team formation The human desire for community Organisational level Collaborating in consumer goods Finding the cause of conflict Your role as leader The persuasive power of collaboration Strategic listening from a CEO Case study – Connected Leadership at Telstra
10 - Creating an agile organisation Dealing with turbulence Disruptive technologies Innovation: unleashing the entrepreneurial spirit Develop a learning organisation Disruption builds adaptive leaders Prioritise ruthlessly Case study – Agility and customer focus at Three
11 - Taking people with you Building a connected company through strategic engagement Engaging all the managers Engaging everyone to create the connected company Communicating connectivity effectively Case study – Engaging people at Shop Direct Connected Company survey
12 - Next Steps Reflection Connected society Conclusion
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
