Unnatural Leadership: Going Against Intuition and Experience to Develop Ten New Leadership Instincts / Edition 1

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In a complicated, insecure, and constantly changing world, how doeffective leaders in high-performing companies continue to succeed'Are they fearless heroes who have all the rightanswers-transforming businesses, making fast decisions, andinspiring everyone no matter how complex the situation? Or are they"real people" who work hard to trust others, acknowledge their ownflaws, and challenge conventional thinking? Are leaders who winfollowers and get things done heroic figures? Or do they actuallypossess characteristics and practice skills that fall outside thecomfort zone of executives steeped in traditional leadershipmethods?
Written by David Dotlich and Peter Cairo— two of thecountry's top executive coaches and educators— UnnaturalLeadership debunks the common notion of the natural leader as aflawless figure. The book describes the truth about being a realleader in a business environment turned upside down by e-commerce,diversity, security concerns, globalization, and matrix structures.Drawing on personal experience working with successful leaders intop-tier companies throughout the world, Dotlich and Cairo identifya style of leadership used by those who succeed in complicatedbusiness and people situations, a style that maximizes a leader'sstrengths and acknowledges weaknesses.
Using a variety of tools and techniques based on their provenAction Learning workshops and Action Coaching methods, the authorsreveal how to transition from the traditional natural leadershiprole and develop successful, effective unnatural leadership traits.Dotlich and Cairo recommend simple, practical ways that effectiveleaders use to get things done, motivate and lead, and deal withtheir own weaknesses and impulses.
Each chapter contains a wealth of tips and techniques to helpimplement and develop the skills needed to become a new kind ofleader. Dotlich and Cairo challenge conventional wisdom aboutleadership such as "be in control" and "hide your flaws." Instead,they identify ten "unnatural acts" that effective leaders regularlycommit and are, in fact, the best response to an "irrational,chaotic, and unpredictable universe." These include:

  • Refuse to be a prisoner of experience
  • Expose your vulnerabilities
  • Create teams that create discomfort
  • Trust others before they earn it
  • Coach and teach rather than lead and inspire
Unnatural Leadership is a realistic and truthful road map tobecoming a successful leader in today's challenging businessenvironment. It provides a practical manual for anyone who longs tobe both authentic and effective.
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Editorial Reviews

From the Publisher
"...well presented challenging ideas..." (Long RangePlanning, Number 38, 2005)

Pity the CEO who thinks he can be a know-it-all micromanager andstill succeed. In Unnatural Leadership (Jossy-Bass),executive coaches David L. Dotlich and Peter Cairo list 10guidelines that today's best executives are adopting. Among them:inviting change, being approachable and considering the views ofthe mail-room kid with the green hair. "We tell our clients, 'Youhave to win your followers every day,' " says Dotlich. Some of theunnatural acts the authors recommend are: "Coach and Teach RatherThan Lead and Inspire," "Expose Your Vulnerabilities" and "TrustOthers Before They Earn It." Cairo says what's missing from otherleadership manuals are instructions on how to practice thetechniques. So each chapter in this book ends with exercises like"acknowledging your shadow side" (the power-hungry, mircromanagingstuff) to smooth the transition from arrogance to unnaturalhumility. (Time Magazine, May 20, 2002)

"...there is a lot here to stimulate you to review what youthink is 'natural' and consider alternative courses of action whichmight prove, in the long term, to be more worthwhile..."(EDGE, Autuymn 2002)

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Product Details

  • ISBN-13: 9780787956189
  • Publisher: Wiley
  • Publication date: 2/22/2002
  • Series: J-B US non-Franchise Leadership Series
  • Edition description: 1 ED
  • Edition number: 1
  • Pages: 288
  • Product dimensions: 6.38 (w) x 9.07 (h) x 1.13 (d)

Meet the Author

David L. Dotlich— former executive vice president of Honeywell andGroupe Bull-is a partner of CDR International (www.cdr-intl.com)and coauthor of Action Learning (Jossey-Bass, 1998) and ActionCoaching (Jossey-Bass, 1999), both of which identify breakthroughways to develop leaders and are used by companies throughout theworld. He is a business adviser, educator, and coach to topexecutives of Johnson & Johnson, Intel, Siemens, Bank ofAmerica, Novartis, Sun Microsystems, The Gap, Nike, Sprint,Washington Mutal, and more.

Peter C. Cairo former chair of the Department of Organizational andCounseling Psychology at Columbia University, specializes in theareas of leadership development, executive coaching, and businesseffectiveness. He is a partner of CDR International(www.crd-intl.com). His clients include Andersen, Avon, Bank ofAmerica, Colgate Palmolive, Lilly, and Merck. He is a coauthor ofAction Coaching (Jossey-Bass, 1999).

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Table of Contents

Foreword (Stephen H. Rhinesmith).




Part One: The Importance of Unnatural Leadership.

1 Ten Unnatural Acts.

Exercise: Assessing Your Unnatural Leadership.

2 Adapting to an Increasingly UnnaturalEnvironment.

Exercise: Breaking the Rules of Natural Leadership.

3 Resistance Factors.

Exercise: Assessing Your Resistance to UnnaturalLeadership.

Part Two: Personal Challenges for the Unnatural Leader.

4 Refuse to Be a Prisoner of Experience.

Exercise: Refusing to Be a Prisoner of Experience.

5 Expose Your Vulnerabilities.

Exercise: Exposing Your Vulnerabilities.

6 Acknowledge Your Shadow Side.

Exercise: Acknowledging Your Shadow Side.

7 Develop a Right-Versus-Right Decision-MakingMentality.

Exercise: A Tool for Developing an UnnaturalDecision-MakingMentality.

Part Three: Leading Teams as an Unnatural Leader.

8 Create Teams That Create Discomfort.

Exercise: Creating Teams That Create Discomfort.

9 Trust Others Before They Earn It.

Exercise: Trusting Others Before They Earn It.

10 Coach and Teach Rather Than Lead and Inspire.

Exercise: Coaching and Teaching Rather Than LeadingandInspiring.

Part Four: Leading the Organizationas an Unnatural Leader.

11 Connect Instead of Create.

Exercise: Connecting Instead of Creating.

12 Give Up Some Control.

Exercise: Giving Up Some Control.

13 Challenge the Conventional Wisdom.

Exercise: Challenging the Conventional Wisdom.

14 Giving Yourself Unnatural Options.



About the Authors.

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