Weaving together original research, novel strategies and tactics, and stories of successful leaders, this book provides insight into how to become a progress-making leader. Written by an academic and a business executive, the book provides actionable ideas grounded in sound research and tested in real organizations.
Weaving together original research, novel strategies and tactics, and stories of successful leaders, this book provides insight into how to become a progress-making leader. Written by an academic and a business executive, the book provides actionable ideas grounded in sound research and tested in real organizations.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Phillip G. Clampitt received his Ph.D. in organizational communication from the University of Kansas. He holds the Blair Endowed Chair of Communication and was previously the Hendrickson Professor of Business at the University of Wisconsin-Green Bay where he is a full professor. Dr. Clampitt is the chair of four units at UWGB: Information & Computing Science, Communication, Computer Science, and Information Science. Sage Publications recently published the sixth edition of his best-selling book, Communicating for Managerial Effectiveness 6e. He co-authored two books with Robert J. DeKoch (President/COO of the Boldt Company): Embracing Uncertainty: The Essence of Leadership and Transforming Leaders into Progress Makers. Phil's work on "Decision Downloading" was featured in the MIT Sloan Management Review and the Wall Street Journal. Additionally, he has published in numerous journals, including The Academy of Management Executive, Journal of Communication Management, Journal of Business Communication and Management Communication Quarterly. He has contributed chapters to numerous works including: Handbook of Communication Audits for Organisations, Communication Audits, and the International Encyclopedia of Organizational Communication. He also is on the editorial board of many professional journals. Over the past thirty years he has worked on communication and leadership issues with many organizations including Nokia, PepsiCo, Schneider National, The Boldt Company, Dental City, National University and the Menasha Corporation. Phil has been a guest speaker at the U.S. Army War College where they use his books in their Strategic Leadership class. In addition to many guest-speaking opportunities in the U.S., he has also been invited to speak internationally at places such as The University of Pisa, The University of Aberdeen, The University of Ulster, as well as to numerous multi-national businesses and professional organizations. His students have heard him ask, "So what?" so often that they started calling him "Dr. So What." Subsequently, he developed a related website (www.drsowhat.com) that highlights his passionate commitment to critical thinking and thoughtful inquiry.
Inhaltsangabe
SECTION ONE 1. Introduction Our Purpose Our Approach 2. Exploring Attributes of Explorers Exploring and Progress Making Concluding Thoughts 3. Refining Attributes of Refiners Refining and Progress making Concluding Thoughts 4. Platforms How Platforms Emerge Features of Platforms Concluding Thoughts 5. Progress Defining Progress Implications of the Progress Definition Concluding Thoughts Progress Maker Profile: Oscar Boldt and The Boldt Company 6. The Progress Model How the Progress Model Works So What? Concluding Thoughts 7. How Explorers and Refiners Make Progress The Explorers Mode of Making Progress The Refiners Mode of Making Progress The Challenges Faced by Explorers and Refiners Concluding Thoughts 8. Progress Makers The Central Conundrum The Progress Maker's Response Making the Right Choices Progress Maker Profile: Ron Reed and the Discovery Channel SECTION TWO 9. Envision the Future with Calculated Boldness Defining the Concept What Inhibits Calculated Boldness What to Do? Concluding Thoughts Progress Maker Profile: Brigadier General H.R. McMaster 10. Cultivate a Focused Flexibility Mindset A Deeper Look at Focus and Flexibility Why is Focused Flexibility so Difficult? What to Do? Concluding Thoughts 11. Enlarge the Circle of Engagement The Concept Why Don't We Enlarge the Circle? How do You Enlarge the Circle of Engagement? Concluding Thoughts Progress Maker Profile: Vicki Wilson and Door County Coffee & Tea 12. Foster the Growth of Investment-Worthy Employees Defining the Concept Barriers What to Do? Concluding Thoughts 13. Seek, Nurture and Evaluate Actionable Ideas Defining the Concept Phases to Generate Actionable Ideas Barriers What to Do? Concluding Thoughts Progress Maker Profile: Laura Hollingsworth and The Des Moines Register & Gannett 14. Select, Detect, and Correct the Proper Errors Background Error Management Framework The Counter Forces What to Do? Concluding Thoughts 15. Practice Receiver-Centric, Strategy-Based, Feedback-Driven Communication Defining the Concept Barriers What to Do? Concluding Thoughts 16. Conclusion Appendix 1: Progress Makers Appendix 2: UMM and the Origins of Focused Flexibility Index About the Authors
SECTION ONE 1. Introduction Our Purpose Our Approach 2. Exploring Attributes of Explorers Exploring and Progress Making Concluding Thoughts 3. Refining Attributes of Refiners Refining and Progress making Concluding Thoughts 4. Platforms How Platforms Emerge Features of Platforms Concluding Thoughts 5. Progress Defining Progress Implications of the Progress Definition Concluding Thoughts Progress Maker Profile: Oscar Boldt and The Boldt Company 6. The Progress Model How the Progress Model Works So What? Concluding Thoughts 7. How Explorers and Refiners Make Progress The Explorers Mode of Making Progress The Refiners Mode of Making Progress The Challenges Faced by Explorers and Refiners Concluding Thoughts 8. Progress Makers The Central Conundrum The Progress Maker's Response Making the Right Choices Progress Maker Profile: Ron Reed and the Discovery Channel SECTION TWO 9. Envision the Future with Calculated Boldness Defining the Concept What Inhibits Calculated Boldness What to Do? Concluding Thoughts Progress Maker Profile: Brigadier General H.R. McMaster 10. Cultivate a Focused Flexibility Mindset A Deeper Look at Focus and Flexibility Why is Focused Flexibility so Difficult? What to Do? Concluding Thoughts 11. Enlarge the Circle of Engagement The Concept Why Don't We Enlarge the Circle? How do You Enlarge the Circle of Engagement? Concluding Thoughts Progress Maker Profile: Vicki Wilson and Door County Coffee & Tea 12. Foster the Growth of Investment-Worthy Employees Defining the Concept Barriers What to Do? Concluding Thoughts 13. Seek, Nurture and Evaluate Actionable Ideas Defining the Concept Phases to Generate Actionable Ideas Barriers What to Do? Concluding Thoughts Progress Maker Profile: Laura Hollingsworth and The Des Moines Register & Gannett 14. Select, Detect, and Correct the Proper Errors Background Error Management Framework The Counter Forces What to Do? Concluding Thoughts 15. Practice Receiver-Centric, Strategy-Based, Feedback-Driven Communication Defining the Concept Barriers What to Do? Concluding Thoughts 16. Conclusion Appendix 1: Progress Makers Appendix 2: UMM and the Origins of Focused Flexibility Index About the Authors
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