Leadership Blind Spots and What To Do About Them

  • ID: 2213556
  • Book
  • 310 Pages
  • John Wiley and Sons Ltd
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This is a book for leaders who want to be better: those who are still challenging themselves to learn and perform at their peak. In particular it shows how leaders can:

- Perform better in complex environments
- Recognise and overcome their blind spots
- Increase their learning agility learning better and faster from experience
- Avoid the traps of complacency and arrogance
- Focus attention on what matters
- Push themselves outside their comfort zones and take calculated risks
- Adapt rapidly to change

Using practical and simple exercises informed by in–depth research, Karen Blakeley shows how to maximise leaders learning agility to ensure they reach their full potential. Any leader who implements the practices outlined in this book will immediately improve their ability to perform in today s highly competitive global environment.

Leading a business in today s environment is one of the most exciting, fulfilling, frustrating and challenging things you can do. It s a fantastic privilege. It s also something that I know I can, and must, do better This book is an invaluable tool in that process. Harvey Smyth, Managing Director, Pizza Express

This book starts where most conventional leadership practices fail to deliver...a clear understanding of the barriers to effective leadership in a fast changing and complex environment. A passionate case for the pursuit of leadership as a lifelong discipline of overcoming ones own blind spots and a practical guide on how to build your own leadership strength by actively expanding your comfort zone. Ralf Schneider, PwC Partner, Head of Global Talent Management

Karen Blakeley clearly and engagingly offers new insights into learning. She does this by examining its opposite blindspots. For coaches this book offers powerful intellectual and tools understanding what s going on in our clients thinking, and, of course, in our own. David Megginson. Professor of HRD, Sheffield Hallam University

Reading this book will highlight how you can address and work on your own blindspots. I found the process assisted me and my team achieve a higher level of both personal and business performance. This book is an excellent aid for the 21st century manager and leader. Philip Marshall, Managing Partner, PwC Germany
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Preface.

Acknowledgements.

Part One: Leaders, Blind Spots and Learning The Issues.

1 Leaders, Blind Spots and Learning.

2 A Model of Blind Spots, Learning and Change.

3 The Consequences of Leaders Blind Spots.

4 Learning to Lead, Leading to Learn.

Part Two How to Overcome Blind Spots and Accelerate Leaders Learning.

5 The First Practice Direct Attention.

6 The Second Practice Harness Emotions.

7 The Third Practice Overcome Defensiveness.

8 The Fourth, Fifth and Sixth Practices – Deepen Sensemaking, Engage Creativity, and Reality Check.

9 The Seventh Practice Change Behaviour.

10 The Eighth Practice Nurture Integrity.

11 Equipping Leaders in Complex Times.

12 The Exercises.

References and Further Reading.

Index.

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Karen Blakeley
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