• Produktbild: The Language of Leaders
  • Produktbild: The Language of Leaders

The Language of Leaders How Top CEOs Communicate to Inspire, Influence and Achieve Results

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

03.04.2013

Verlag

Kogan Page Ltd

Seitenzahl

288

Maße (L/B/H)

23,4/15,6/1,6 cm

Gewicht

445 g

Auflage

2

Sprache

Englisch

ISBN

978-0-7494-6812-5

Beschreibung

Rezension

"A treasure chest of precious stories and ideas that will be of enormous value to all who read it for many years to come." ("John Heaps, Chairman, Eversheds Llp")
"Kevin Murray shows the key importance of communication for inspiring leadership. The Language of Leaders is required reading for anyone aspiring to lead a world-class organization." ("Professor Mark P. Taylor, Dean of Warwick Business School, University of Warwick")
"Kevin has written an essential, must-read book on why leaders need to be great at communicating and how they can best do it, packed with stories and insights." ("Tony Manwaring, Chief Executive, Tomorrow’s Company")
"I have just read one of the most inspirational leadership books for a long time. The Language of Leaders by Kevin Murray examines how top chief executives communicate to inspire, influence and achieve results." ("Caroline Shaw, Chief Executive, The Christie NHS Foundation Trust")
"I was utterly fascinated by Kevin Murray's analysis of the need to make communication a top skill for leaders. His book has been invaluable. The "must have skills" for leaders he discusses have certainly struck a chord with me as I grapple with the challenge of leading an organisation of 3,000 staff." ("Heather Munro, Chief Executive, London Probation Trust")
"To anyone who aspires to be a good leader of people at any level in an organisation, The Language of Leaders is relevant, insightful, powerful and very clearly structured. . It is the most invaluable book for business leaders. I wish it had been written years ago." ("Paul Drechsler, Chairman & CEO, Wates Group")
"In an overcrowded field, this is a book about leadership that offers rare insight. Not only thanks to the wealth of interview material, but also thanks to the intimate nature of their answers. This is likely to be the result of Murray's view that we follow leaders because of how they make us feel." ("City AM")
"If you read the book, you'll find the content is compelling. Anyone who aspires to be a better leader will benefit from it." ("Jeremy Thompson, Managing Director, Gorkana")

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

03.04.2013

Verlag

Kogan Page Ltd

Seitenzahl

288

Maße (L/B/H)

23,4/15,6/1,6 cm

Gewicht

445 g

Auflage

2

Sprache

Englisch

ISBN

978-0-7494-6812-5

Herstelleradresse

Libri GmbH
Europaallee 1
36244 Bad Hersfeld
DE

Email: gpsr@libri.de

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  • Produktbild: The Language of Leaders
  • Produktbild: The Language of Leaders

  • Foreword
    Thanks

    Introduction: communicate to inspire

    Part One Why you need to be a better communicator if you want to lead
    01 Napoleon's leadership legacy
    The shots that echo through time
    'Create leaders everywhere!'
    The importance of understanding the commander's intent
    Communication is the glue that binds strategy and delivery together
    Keep it simple
    Free people up with a tight framework
    Stand up for what you believe in
    Key points from Chapter 1

    02 Leadership transformed - life in the fishbowl
    Perpetual communication
    The questions that really matter
    The new partnership driving transparency
    Stories evolve at an incredible pace
    Internal e-mails can be very public
    Most leadership communication is not fit for purpose
    Businesses are like open democracies
    Leaders must create leaders
    Radical transparency needs radical thinking
    Key points from Chapter 2

    03 The 12 principles of leadership communication
    Be yourself, better
    Mission and values
    Future focus
    Bring the outside in
    Engage through conversations
    Audience centricity
    Listening
    Point of view
    Stories and anecdotes
    Signals
    Prepare properly for public platforms
    Learn, rehearse, review, improve

    Part Two The fundamentals
    04 Learn to be yourself, better
    What followers want from leaders
    What do leaders want from the leaders they hire?
    Talking from the heart
    Be visible, be human and be straight
    To be seen as a hero, you have to be a hero
    All-round authenticity
    Have the confidence to be you
    Know your strengths to be yourself better
    How do you go about identifying your values and mission?
    A springboard to action, a leadership platform
    The need for emotion in business
    Key points from Chapter 4

    05 Provide a framework for leadership and action, through mission and values
    Values build trust
    Why people love a motivating mission
    Employees want a good mission statement
    Employees need to feel part of the story
    The need to raise people's sights
    Externally, a purpose wider than profit is needed
    Be an engine of progress for humankind
    Involve everyone in your mission
    Reputations at risk
    The need for speed and the need to create leaders
    Three examples of mission and values at work
    Make sure the values resonate
    In the public sector, purpose and values are all-important
    The value of values
    Key points from Chapter 5

    06 Communicate the future to drive the present
    To talk about the future, you have to be very clear about the future
    Back to the future, over and over
    Keep people engaged in the future
    Your future must embrace all stakeholders
    Four examples of how leaders bring mission, values, vision and goals together
    Bring to life the customer's experience
    Key points from Chapter 6

    07 Bring the outside in and focus on building relationships and trust
    Loss of your 'licence to operate'
    Managing the intangible asset of relationships
    The virtuous circle in relationships
    The real value of trust
    Watch out for the reputation gap
    The three dimensions of trust
    Why leaders need to inject more character into their communication
    The health warning on building trust
    How to unlock the value in relationships
    Tuning in to the court of public opinion
    Get your hands dirty
    If need be, actually bring the client in
    The customer experience brings the vision alive
    How to develop quivering antennae
    But what do I do with the insights?
    Key points from Chapter 7

    08 Engage and align through conversations
    What is an engaged employee?
    Myth: 'People are our only asset'
    Engagement at the heart of strategy
    Choice, not change
    The ingredients of engagement
    Measure and monitor engagement
    Input equals buy-in
    Don't dominate the conversation
    If communication is so important, where is the training?
    Key points from Chapter 8

    Part Three Communicate, communicate, communicate
    09 It's all about them - the need for audience centricity
    It's not what you say; it's what they hear
    What do you want them to think, feel and do?
    Don't change the message; change the way you deliver it
    How audience centricity helped to establish Canary Wharf
    The story of the privy
    How to think about your audience
    Key points from Chapter 9

    10 The inspiring effect of listening leaders
    Be interested, be respectful and be patient
    What stops effective listening?
    Listen with your eyes, ears and heart
    Listen for solutions
    Why leaders should be passionate about bad news
    Leaders can listen in different ways
    When you listen, you must respond
    The killer questions leaders should ask
    Good listening + a bias to action = results
    Key points from Chapter 10

    11 Stand up to stand out - why you need a point of view
    Using a point of view to take a stand
    Why you need an answer that works instantly
    The corrosive effect of not taking a stand
    What makes a good point of view?
    Key points from Chapter 11

    12 The power of stories
    Stories tell us great truths
    Logic gets to the brain, stories get to the heart
    The difference between a story and a narrative
    The four types of business stories
    Good stories are easy to find and easy to tell
    Choosing the right story
    One simple story can achieve more than a volume of rules
    Key points from Chapter 12

    13 Watch out for the undermining signals beyond the words
    It's written on your face
    People watch your body language too
    When being visible is the message
    Model the behaviours you want
    The meaning between the lines
    Symbolic acts send lasting messages
    Speaking off the cuff
    Key points from Chapter 13

    14 Prepare properly for public platforms
    Get the right training and do the right preparation
    Remember, every word counts
    Simple messages repeated often
    Top tips for dealing with the media
    The essence of good presentations and speeches
    Communicating in a crisis
    And what about the web and social media and Twitter and...?
    Key points from Chapter 14

    Part Four Conclusion
    15 Learn, rehearse, review, improve; become fluent in the language of leaders
    A top-three skill of leadership, yet sadly neglected
    Strive to be an excellent communicator, and you will improve results

    16 Leadership in the public sector - is it different?
    Inspired by (and inspiring about) making a difference
    Results of a study on differences in leadership traits
    More similarities than differences
    The myths of poor public sector leadership
    More focus on purpose and values
    Dealing with the complex relationships
    The need for collaboration is driving change

    17 If you remember nothing else...

    18 Your cut out and keep guide to being inspiring

    19 The tough questions all leaders need to ask of themselves
    Are you an inspiring leader and communicator?
    Meet the leaders interviewed for this book

    Index