As I moved up in leadership, I found I was not prepared to manage people during uncertain and difficult times. Transitions bring about the worst in people. They get fearful and that causes bad behavior by triggering defense mechanisms. The books I listed are a progression of books that helped me to understand how transitions and change affect people and gave me a framework to continue to learn and increase my leadership skills. I then decided to write about new insights I gained in leadership to help others and have published two books and am writing articles on Medium.
I wrote
The E Suite: Empathetic Leadership for the Next Generation of Executives
Managing Transitionsimpacted me significantly early in my leadership career. I read the book after I floundered leading a small transition. This book gave me a framework for managing the human side of transitions. I learned step-by-step strategies for minimizing disruptions caused by workplace transitions. I believe the ability to lead during a transition is a critical leadership skill.
The business world is constantly transforming. When restructures, mergers, bankruptcies, and layoffs hit the workplace, employees and managers naturally find the resulting situational shifts to be challenging. But the psychological transitions that accompany them are even more stressful. Organizational transitions affect people it is always people, rather than a company, who have to embrace a new situation and carry out the corresponding change.As veteran business consultant William Bridges explains, transition is successful when employees have a purpose, a plan, and a part to play. This indispensable guide is now updated to reflect the challenges of today's ever-changing, always-on, and globally…
Just Be Honestis a great book on communication strategies. One part of this book that has always stuck with me is what Steven Gaffney calls Notice vs. Imagine. Steven Gaffney estimates that at least 50% of what we imagine about others is inaccurate. For example, upon exiting a meeting at work, 50% of each person’s thoughts, opinions, and assumptions from the meeting are likely to be wrong. The worse part about this is that each person may well think he or she is 100 percent right. I learned a lot about hidden assumptions and communication strategies from this book.
In Just Be Honest, you will learn that honesty is not only the best policy; it's the easiest and most effective way to communicate. You'll learn how to be honest with others and how to get them to be honest with you. You will learn how to use honesty as a tool to get immediate and dramatic results with anyone regardless of their backgrounds, needs, personality or personal agenda. You will learn how to eliminate communication breakdowns and personality conflicts, prevent problems before they occur and get the bottom-line results you desire--quickly and painlessly. You will learn why the two…
I believe that good leadership is all about being able to manage change and transformation. This book added to my knowledge on managing change. It helped me to understand empathy and learn to understand and master the emotions of those who stand in the way of change. Ms. Duck goes through each step of a workplace transformation and describes strategies to successfully navigate through the process.
A Powerful Look at Corporate Change and Why Mergers, Reorganizations, and Transformations Succeed or Fail
“[One of the] best business books of 2001 . . . [a] useful and intelligent tool for coping with the inevitable metamorphoses of business (and life).” —Miami Herald
“Provocative imagery . . . useful questions for managers to ask themselves.” —Harvard Business Review
“The Change Monster not only talks intelligently about the social dynamics and emotions of people [in change efforts], it does so with wisdom, insight, and practicality.”—Daniel Leemon, executive vice president and chief strategy officer, Charles Schwab Corporation
Nigel Travis, chairman of Dunkin’ Brands, discusses why the most effective leaders have people around them with a diversity of thoughts, opinions, and approaches. Travis believes the best way for organizations to succeed in today’s environment is to embrace challenges and encourage pushback. He maintains that everyone in an organization must be able to question the status quo, to talk in a civil way about difficult issues, and to debate strategies and tactics without fear of reprisal.
I love the practice of what he calls “coffee chats,” to open his thought aperture. The attendees were able to ask him any questions within the bounds of civility. As he said, “The purpose of the coffee chat is to provide an open and safe forum for people to ask questions, share information, articulate ideas, express opinions, and surface disagreements.”
'The Challenge Culture is a must-read for employers and employees alike, and promises to get ideas for long-term success percolating.' - Robert Kraft, chairman and CEO of the Kraft Group
'Nigel's career, vision and humanity are very refreshing' - Claude Littner, former Chief Executive of Tottenham Hotspur and author of Single-Minded: My Life in Business
Challenge is essential for survival and sustained success in today's volatile world.
We live in an era when successful organisations can fail in a flash. But they can cope with change and thrive by creating a culture that supports positive pushback: questioning everything without disrespecting…
I like this book because of the real-life examples of big company CEOs balancing empathy, compassion, and caring with good business acumen. During uncertainty and change, it is harder but even more important to have empathy and compassion for employees. The authors show that leaders with empathy and compassion foster much higher levels of employee engagement, performance, and loyalty in their employees. Authors Hougaard and Carter also provide tools to help managers at all levels.
Leadership
is hard. How can you balance compassion for your people with effectiveness in
getting the job done?
A global pandemic, economic
volatility, natural disasters, civil and political unrest. From New York to
Barcelona to Hong Kong, it can feel as if the world as we know it is coming
apart. Through it all, our human spirit is being tested. Now more than ever,
it's imperative for leaders to demonstrate compassion.
But in
hard times like these, leaders need to make hard decisions-deliver
negative feedback, make difficult choices that disappoint people, and in some
cases lay people off. How do…
Empathy is a critical executive leadership tool driving significant business results. This book is the definitive guide for understanding how to use empathy in the workplace and build high-performance organizations. With the growing awareness in business of the importance of motivating and inspiring people, empathy remains the most integral leadership skill of the 21st century.
This book teaches managers and business leaders how to apply empathy successfully and grow businesses in ways that support all stakeholders. Leaders who apply these lessons find improvements in productivity, stronger relationships with clients and colleagues, a thriving and diverse corporate culture, and significant business results.
Tap Dancing on Everest, part coming-of-age memoir, part true-survival adventure story, is about a young medical student, the daughter of a Holocaust survivor raised in N.Y.C., who battles self-doubt to serve as the doctor—and only woman—on a remote Everest climb in Tibet.
The team attempts a new route up the East Face without the use of supplemental oxygen, Sherpa support, or chance for rescue. When three climbers disappear during their summit attempt, Zieman reaches the knife edge of her limits and digs deeply to fight for the climbers’ lives and to find her voice.
The plan was outrageous: A small team of four climbers would attempt a new route on the East Face of Mt. Everest, considered the most remote and dangerous side of the mountain, which had only been successfully climbed once before. Unlike the first large team, Mimi Zieman and her team would climb without using supplemental oxygen or porter support. While the unpredictable weather and high altitude of 29,035 feet make climbing Everest perilous in any condition, attempting a new route, with no idea of what obstacles lay ahead, was especially audacious. Team members were expected to push themselves to their…
