|
|
Leading the Unleadable:
Having multiple ways of thinking about things can lead to arguments, but with great leadership this results in great innovation.
|
36 |
|
|
Leading the Unleadable:
The exceptional leader believes that when someone is causing problems it is not the person’s intention to cause problems.
|
37 |
|
|
Leading the Unleadable:
See reality. Accept reality. Deal with reality.
|
40 |
|
|
Leading the Unleadable:
Be courageous and set the bar of excellence high. Provide the investments and belief in your people that they can learn how.
|
43 |
|
|
Leading the Unleadable:
The real role of exceptional leadership is to create a culture where people do extraordinary things!
|
43 |
|
|
Leading the Unleadable:
Once you have created your first gelled team, you will work continually to find more ways to create gelled teams and improve how you do so.
|
45 |
|
|
Leading the Unleadable:
The exceptional leader is always looking for ways to create teams of people in which the team can figure out how to address the trouble without management involvement.
|
45 |
|
|
Leading the Unleadable:
The final key to the exceptional leadership power to transform the troublesome to the tremendous is to take ownership of your leadership power.
|
48 |
|
|
Leading the Unleadable:
To deal with issues you first must be aware that they exist.
|
53 |
|
|
Leading the Unleadable:
The way you conduct yourself in listening and responding will build the foundation of trust.
|
55 |
