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

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Overview

"Unnatural Leadership captures the dilemmas and complexities of leading in a high-performing organization. These two executive coaches draw on their broad experience in working with some of the world's top companies to offer a compelling look at how executives think about leading in the 21st century. The book is packed with true stories from the front lines. Each page conveys what today's leader needs to do in order to achieve extraordinary results."
— Andrea Jung, chairman and CEO, Avon Products

"I've given many presentations on the connection between strong character and strong leadership. It's encouraging to read a book that recognizes this truth. It does take strength of character to break out of the comfortable, expected methods of running a company and to look a subordinate in the eye and unflinchingly say, 'I don't know.' That's what unnatural leadership is all about."
— Stephen R. Covey, author, The 7 Habits of Highly Effective People

"This book is unnatural . . . It delves into the challenges, realities, and contradictions of being a leader today. Dotlich and Cairo reveal what they've learned from working with global CEOs and senior leaders, and how leaders at any level can accept their strengths and weaknesses, and improve on them."
— Bill Weldon, vice chairman, board of directors, Johnson & Johnson

"Leading today is complex. Our world is becoming more and more global, interconnected, and turbulent. In Unnatural Leadership, Dotlich and Cairo offer practical ideas and useful tips for dealing with the challenges of leading in a global organization."
— Joseph Berardino, CEO, Andersen

"This book strongly reinforces my own mantra, that healthy people and healthy relationships are what make healthy companies. Dotlich and Cairo have learned that the leaders who succeed in today's workplace are those who expose their vulnerabilities, admit their flaws, embrace team members who are 'different.' As a psychologist, I applaud this trend for human reasons. As a business advisor, I acknowledge that it's a prescription for corporate success."
— Bob Rosen, CEO of Healthy Companies International and author of Global Literacies and Leading People

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Editorial Reviews

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

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

"...there is a lot here to stimulate you to review what you think is 'natural' and consider alternative courses of action which might 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 and Groupe Bull-is a partner of CDR International (www.cdr-intl.com) and coauthor of Action Learning (Jossey-Bass, 1998) and Action Coaching (Jossey-Bass, 1999), both of which identify breakthrough ways to develop leaders and are used by companies throughout the world. He is a business adviser, educator, and coach to top executives of Johnson & Johnson, Intel, Siemens, Bank of America, Novartis, Sun Microsystems, The Gap, Nike, Sprint, Washington Mutal, and more.

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

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Table of Contents

Foreword (Stephen H. Rhinesmith).

Preface.

Acknowledgments.

Introduction.

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-Making Mentality.

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 Leadingand Inspiring.

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.

Bibliography.

Index.

About the Authors.

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