Calgary Public Library

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

eng

no index present

non fiction

The Language of Leaders

electronic resource

dictionaries

831115267

How Top CEOs Communicate to Inspire, Influence and Achieve Results

The traditional model for what constitutes a good leader is changing and CEOs and HR professionals now say the ability to understand, motivate and inspire others is the characteristic that is most important when recruiting senior leaders. Based on original interviews with an extraordinary list of 60 top leaders from a wide range business and public sectors, The Language of Leaders, now in paperback, provides a unique insight into how they have responded to the demands of a transparent world, reports on what they have learned, and creates a lexicon for successful communication. Their message is

About the author; Contents; Preface; Thanks; Introduction: communicate to inspire; The leaders interviewed for this book; 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 fishbowlPerpetual communicationThe 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 anecdotesSignalsPrepare 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 405 Provide a framework for leadership and action, through mission and valuesValues 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-importantThe value of valuesKey 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