Lessons for leaders on resolving the ongoing struggle between instinct and the creative mind
Kings, heads of government, and corporate executives lead thousands of people and manage endless resources, but may not have mastery over themselves. Often leaders know that right action is important, but have little (if any) understanding of what prevents them from acting in accordance with their intentions. In this important book, leadership expert Richard Daft portrays this dilemma as a struggle between instinct (elephant) and intention (the executive) using the most current research on the intentional vs. the habitual mind to explain how this phenomenon occurs. Based on current research and real-life examples Offers leaders a method for directing themselves more productively Written by an expert in leadership, organizational performance, and change management
Through real-life examples and recent studies in psychology, management and Eastern spirituality Daft provides guidance to all of us who struggle finding our own balance and cultivating the behavior of others.
STAFF PICKS: Ten Picks from The Globe & Mail
Posted December 20, 2010, 10:53 PM with category of Management & Workplace Culture
Harvey Schachter of The Globe and Mail has listed what he believes are The top 10 Business Reads of 2010. With a bias toward practical and immediately applicable books over "big idea" titles, this is an especially great list for managers. He chose:
The Executive and the Elephant: A Leader's Guide for Building Inner Excellence by Richard Daft, Jossey-Bass
The Management Mythbuster by David Axson, John Wiley & Sons
Hundred Percenters: Challenge Your Employees to Give It Their All, and They'll Give You Even More by Mark Murphy, Jossey-Bass
Switch: How to Change Things When Change Is Hard by Chip Heath and Dan Heath, Broadway
Drive: The Surprising Truth about What Motivates Us by Daniel Pink, Riverhead
How To Hire A-Players: Finding the Top People for Your Team- Even If You Don't Have a Recruiting Department by Eric Herrenkohl, John Wiley & Sons
Mojo: How to Get It, How to Keep It, How to Get It Back If You Lose It by Marshall Goldsmith, Hyperion
Get Rid of the Performance Review: How Companies Can Stop Intimidating, Start Managing—And Focus on What Really Matters by Samuel Culbert with Lawrence Rout, Business Plus
Smart Growth: Building an Enduring Business by Managing the Risks of Growth by Edward Hess, Columbia Business School
Good Boss, Bad Boss: How to Be the Best.
NEWS & OPINION: You Call Yourself a Leader?
Posted August 2, 2010, 7:43 PM with category of Management & Workplace Culture
We've all seen them, the boss or CEO that lead a company to great heights, then got busted for some ugly personal flaw. This can be a big letdown if you're on the inside, and from the outside, it makes you question the rest of the company's integrity, products, service, and all sorts of things unrelated to the incident.
Hopefully, no one reading this has been that person.