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Leading the Unleadable:
As a leader at any level, you have responsibilities to the people you are leading, as well as the people who are stakeholders.
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14 |
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Leading the Unleadable:
Bright-light projects bring lots of pressure… However, much of it is self-imposed. This pressure leads to bad decisions and late surprises.
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15 |
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Leading the Unleadable:
The trouble is your fault, even when it is not.
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16 |
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Leading the Unleadable:
If you are the leader responsible for making sure the mission is accomplished, it is not accomplished, it is still your responsibility.
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16 |
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Leading the Unleadable:
To successfully lead the unleadable, we must accept that leadership is a choice. Further, we can choose the kind of leaders we desire to be.
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18 |
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Leading the Unleadable:
Freedom in how to achieve the goals improves the efficiency and the results.
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23 |
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Leading the Unleadable:
Make saying ‘no’ become valuable to you and others.
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24 |
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Leading the Unleadable:
The best and simplest measure of successful leadership is results because results matter.
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25 |
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Leading the Unleadable:
Delivering on time with high quality is a measure of success. If you do not deliver to expectations, projects will not be deemed as successful. You will not be deemed as successful.
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25 |
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Leading the Unleadable:
The first difference with exceptional leaders is that they have a very personal, passionate mission that goes beyond those simple (and, yes, important results.
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26 |
