Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders / Edition 1

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Overview

This book reveals the three most important capabilities leadersmust demonstrate today: the ability to set strategy, empathize withothers, and take risks—all at the same time. In Head, Heart,and Guts, leadership experts David Dotlich, Peter Cairo, andStephen Rhinesmith—who teach and coach CEOs and executiveteams throughout the world—argue that to be successful in acomplex, matrixed, fast-moving world, "whole" leaders must setstrategy, develop trusting relationships with others, andconsistently do the right thing based on personal values. "Partial"leaders, often the product of traditional executive programs, maybe successful in the short run, but their companies lose over time.

Filled with case studies of companies such as Bank of America,Johnson & Johnson, Novartis, and UBS, Head, Heart, and Gutslays out specific steps and actions for leaders who want to growbeyond their "leadership comfort zone" and an action plan forcompanies that want to move beyond tried-and-true leadershipdevelopment in order to develop "whole" leaders throughout theirleadership pipeline. The authors argue that globalization, complexstructures, and constantly changing business models require leaderswho can "lead from the front," take a clear position, createmeaningful relationships, and "rethink the way we do things" whilesimultaneously building businesses and delivering results.

Because employees want leaders who are authentic, inspire trust,and set high standards, "whole leaders" must balance people andbusiness needs, motivate people from diverse backgrounds, andcreate real trust through unyielding integrity and transparentlybalancing risk and reward. Based on research and coaching withthousands of leaders in Mercer Delta Executive Learning Centerprograms, the authors argue that traditional leadership developmentfocuses too much on the "head," and it is now critical that leadersuse other capabilities to achieve results in an era defined byparadox, ambiguity, and unpredictability. Head, Heart, and Guts isthe definitive handbook for individuals and organizations seeking anew model of leadership and a road map to achieve it.

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Editorial Reviews

From the Publisher
"balanced, progressive view of leadership." (CPO Agenda, September 2006)
Soundview Executive Book Summaries
According to leadership experts Dotlich, Cairo and Rhinesmith, a leader must be able to set strategy, develop solid relationships with others and take risks — essentially have head, heart and guts. This is the definition of a "whole" leader, as opposed to a "partial" leader who may be successful in the short run but will eventually lose. Head, Heart & Guts provides individuals and companies with a new model for leadership and how to successfully obtain it. Copyright © 2006 Soundview Executive Book Summaries
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Product Details

  • ISBN-13: 9780787964795
  • Publisher: Wiley
  • Publication date: 5/19/2006
  • Series: J-B US non-Franchise Leadership Series , #45
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 240
  • Sales rank: 750,528
  • Product dimensions: 6.46 (w) x 9.11 (h) x 0.91 (d)

Meet the Author

David L. Dotlich is president of Mercer Delta ExecutiveLearning Center (formerly CDR International). He is formerexecutive vice president of Honeywell International.

Peter C. Cairo is head of executive programs andleadership strategy for Mercer Delta Executive Learning Center andformer chairman of the Department of Counseling and OrganizationalPsychology at Columbia University.

Stephen H. Rhinesmith is a partner of Mercer DeltaExecutive Learning Center. He is former special ambassador to theSoviet Union and was president of Holland America Line.

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Table of Contents

Introduction.

Part One: The Case for Whole Leadership.

1. Whole Leadership Versus Partial Leadership.

2. Developing Leaders the Systemic, Integrated Way.

Part Two: Head Leadership.

3. Rethinking the Way We Do Things Around Here.

4. Reframing the Boundaries.

5. Getting Things Done.

6. Developing and Articulating a Point of View.

Part Three: Heart Leadership.

7. Balancing People Needs with Business Requirements: TouchingAll the Bases.

8. Delivering Integrated Solutions Through Trust.

9. Working with and Leading People from Diverse Cultures:Developing True Empathy.

10. Overcoming Personal Derailers in Working with Others.

Part Four: Guts Leadership.

11. Taking Risks with Little or No Data.

12. Balancing Risk and Reward.

13. Acting with Unyielding Integrity.

Part Five: Mature Leadership.

14. Developing Mature Leaders for the Twenty-First Century.

References.

About the Authors.

Index.

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Customer Reviews

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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted August 8, 2007

    Compelling case for leaders with a soft side

    In this presentation of the potentially exciting topic of executive leadership, authors David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith stress the nuances of theory, perhaps at the expense of showing additional, powerful human examples. Maybe that comes from the authors' perspectives as consultants who often must disassemble a topic to present it in their own way. While the book has a compelling basic theme ¿ developing leaders who become effective by learning to be compassionate and brave, as well as savvy ¿ that insight gets a bit mired in the presentation. The book offers worthwhile guidance, and supplies almost too many clipboard processes and checklists of symptoms, problems and techniques. We find the book's concept contemporary and intriguing. While its procedural guidance may be helpful, its wisdom resides in its discussions of mature leadership.

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  • Anonymous

    Posted August 11, 2006

    Developing a whole leadership style

    The authors show how traditional analytical leadership won't make you a successful leader in today's business environment. They demonstrate the difference between a 'head' versus a 'heart' leader, and make a case for the need to balance 'kindness' with 'analysis' while still retaining 'guts', and rethinking the way decisions are made and people are led. They provide clear-cut methods for identifying your default leadership style, then reframing and adjusting it, to provide a more successful balance between intellect, compassion, empathy, toughness, courage, and risk-taking, supported with the financial return to the business. I found it a logical, well supported read, which is funny when you think about the case for infusing compassion and guts into your leadership style. Still, I understood what the authors meant and buy into the need for this leadership style. A good read for leaders looking to expand their own leadership style - or others who want to make a case to leaders who should change their leadership style. Leaders who are already well-rounded would find this a review.

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