A Leader's Legacy by James M. Kouzes PDF

By James M. Kouzes

ISBN-10: 0787982962

ISBN-13: 9780787982966

ISBN-10: 0787986917

ISBN-13: 9780787986919

During this provocative booklet, management specialists and authors of the best-selling The management problem, Jim Kouzes and Barry Posner tackle a special problem and discover the query of management and legacy. Kouzes and Posner research in twenty-two chapters the serious questions all leaders needs to ask themselves to be able to go away an enduring influence. those robust essays are grouped into 4 different types: importance, Relationships, Aspirations, and braveness. In each one essay the authors think about a thorny and infrequently ambiguous factor with which today’s leaders needs to grapple issues—such as how leaders serve and sacrifice, why leaders desire loving critics, why leaders will want to be cherished, why leaders cannot take belief with no consideration, why it’s not only the leader’s imaginative and prescient, why failure is usually an alternative, why it takes braveness to “make a life,” how one can release the chief in each person, and eventually, how the legacy you allow is the existence you lead.

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We need applause to do our best. Kinko’s CEO Gary Kusin learned about the importance of giving recognition the hard way. His 360-degree feedback revealed that he was nearly off the chart—in the unfavorable direction—on this dimension, despite being favorably reviewed along most others. While Gary was generally good at giving recognition at front-line levels in the company, he found out that he wasn’t very good at doing it with those in the managerial and executive ranks. Sharing his 360-degree feedback results with his senior team revealed that while they both liked and respected him, and felt he treated them with respect, they pointed out “work is about more than that.

Keep in mind that going above and beyond what is required is a choice, and people are more likely to give when their efforts are appreciated. There are few if any needs more basic than to be noticed, recognized, and appreciated for our efforts. That’s as true for volunteers, teachers, doctors, priests, and politicians as it is for the maintenance staff, the sales force, or those in the executive suite. There’s little wonder, then, that a greater volume of thanks is reported in highly innovative companies than in less innovative ones.

1 As Peter implies, one of the things that leaders do is to mentor and teach. c02 6/21/06 9:47 AM Page 23 The Best Leaders Are Teachers learning. Not all leaders see it this way, but the very best do. Each and every interaction you have with your associates can be framed as a learning opportunity for them— and for you. Take a performance appraisal, for example. You can view it as a perfunctory exercise in describing someone’s scores on certain measures and competencies, or you can look at it as a mutual learning opportunity.

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A Leader's Legacy by James M. Kouzes


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