Why Should the Boss Listen to You?: The Seven Disciplines of the Trusted Strategic Advisor

Overview

Why Should the Boss Listen to You?

Written by crisis and management leadership expert JamesLukaszewski—named by PR Week as one of twenty-two "crunch-timecounselors who should be on the speed dial in a crisis"—WhyShould the Boss Listen to You? outlines the disciplines that anyonewho counsels a CEO, or wants to, should embrace includingsystematic, pragmatic, and sensible ingredients and processes forgetting to and working at the highest levels, ...

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Overview

Why Should the Boss Listen to You?

Written by crisis and management leadership expert JamesLukaszewski—named by PR Week as one of twenty-two "crunch-timecounselors who should be on the speed dial in a crisis"—WhyShould the Boss Listen to You? outlines the disciplines that anyonewho counsels a CEO, or wants to, should embrace includingsystematic, pragmatic, and sensible ingredients and processes forgetting to and working at the highest levels, and having maximumimpact as a trusted advisor.

This is a book about gaining influence and becoming a keytrusted advisor. It is for everyone who advises leaders and seniormanagers (accounting, finance, human resources, IT, law, marketing,public relations, security, and strategic planning) and for outsideconsultants in these functional staff areas. It's also foroperations people yearning to finally be heard and heeded by theirboss.

In this important book, Lukaszewski identifies and explains thecrucial seven disciplines that trusted advisors must master to getand keep the confidence of leaders:

  • Be trustworthy
  • Be verbal visionaries
  • Develop a management perspective
  • Think strategically
  • Be a window to tomorrow
  • Advise constructively
  • Show the boss how to use your advice

As the author explains, a great advisor looks over the entirefield of leadership interests. He explores the barriers, threats,constraints, options, and opportunities to offer powerful,sensible, and wise counsel and recommendations.

You are holding a handbook for becoming a trusted advisor, and atool for leaders and bosses who employ consultants to teachadvisors how to consult effectively, how to set appropriateexpectations for the advice provided, and to teach advisors how tobetter serve.

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Editorial Reviews

From the Publisher
"the book offers smart and practical advice that will help advisorswho want to have a real impact on their boss and the organizationthey work for." (About.com, January 14, 2008)

"James E. Lukaszewski provides information explaining systematicprocesses for getting to and working at the highest levels andhaving maximum impact as a trusted adviser. Readers will find outhow chief executives and other top executives think, understandwhat matters to them, and how they operate. The book'seasy-to-digest lists, worksheets, and charts help readersunderstand how successful strategic advisers encourage operationalpeople to do what it takes to be heard."—The Boston Globe,boston.com, April 20, 2008

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Product Details

Meet the Author

James E. Lukaszewski is the founder, CEO, and chairman of The Lukaszewski Group Inc. He is a trusted advisor who helps leaders and managers contain and counteract tough, touchy, sensitive corporate management issues on a daily basis. His website—www.e911.com—is considered to be among the most important in crisis management and public relations.

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Table of Contents

Preface xiii

My guess is that you picked this book up because you are infinance, the law department, public relations, human resources,strategic planning, security, marketing, IT, or compliance, and youdeserve to be heard much earlier, more often, at higher levels. Youhold in your hands the disciplines necessary to achieve yourobjective.

Acknowledgments xxi

About the Author xxvii

Introduction: Leaders and Their Advisors xxix

If you are going to advise bosses and leaders, you need tochange your perspective. Having a better sense of the disciplinedapproach required and how these seven disciplines mold you into astrategic advisor will be essential to your success.

Part One: The Realities of Advising Top Executives

1 How Leaders Think and Operate: The Pressures, What Matters,the Obstacles, and the Solutions 3

First, know whom you are advising, their environment, and whatthey care about. Here, I analyze the world in which leaderscurrently live, what is different today in what they do and what isexpected of them, and how this applies to the trusted strategicadvisor. This includes how leaders make decisions and spend theirtime, five reasons leaders fail, and five behaviors for leadershipsuccess.

2 What Leaders Expect 21

Meeting the expectations of those you advise is essential, butknowing what they expect can be mysterious. This chapter identifiesseven key expectations executives have for advisors, five aspectsof effective advice, questions to ask before approaching the boss,and the talents and abilities expected of advisors.

3 Achieving Maximum Impact 33

There is a lot of competition and many voices at thesealtitudes. If you want to punch through, you must constantly striveto have maximum impact. Know the nitty-gritty of what trustedstrategic advisors do. This is the chapter that takes you there.You will walk through the self-energizing steps to gain theconfidence of senior managers, and learn about the importance ofspeaking management’s language, annoying staff habits toavoid, and, most important, the five areas where leaders and bossesneed feedback every day.

Part Two: The Seven Disciplines

4 Be Trustworthy 49

Trust is the first discipline and the foundation for arelationship between advisor and leader or boss. This chapteroffers five components of trust, six behaviors to establish trust,and ten ways to lose trust.

5 Become a Verbal Visionary 65

A leader’s greatest skill is verbal skill, and aleader’s advisor must also have powerful verbal skills.Explore the six verbal tools advisors have to provide advice,self-assess your verbal skill, find out what it means to be avisionary, and discover the seven behaviors and actions of verbalvisionaries.

6 Develop a Management Perspective 87

Managers and leaders trust those who show interest in and areknowledgeable about operations and the work of leaders. To be amanagement advisor, you need to be able to talk more about yourboss’s goals and objectives than about whatever your stafffunction happens to be. You need to be able to see the business ororganization operationally and through the leader’s eyes.

7 Think Strategically 105

Leadership is always about strategy. This chapter discusses theconcepts and ideas behind being strategic, including the sevenvirtues of a strategist, the four phases of strategic thinking, andfive fatal strategic flaws. Find out how much of a strategist youare.

8 Be a Window to Tomorrow: Understand the Power of Patterns129

The advisor who can forecast tomorrow with almost any level ofaccuracy will be invited back time and time again. One of the greatinsights into being a powerful forecaster is understanding how tolearn from the patterns of past experiences. This chapter offersthe five lessons of scenario pattern awareness and examples of theinsights patterns can reveal.

9 Advise Constructively 149

Giving advice is an art that starts where the boss is and wherehe or she has to go. This chapter will teach you how to structureyour advice to ensure that you are clearly understood and that theboss can act on what you are advising. It also offers pitfalls togiving advice, some strategies and techniques to help you structureadvice, and three strategic tools to use.

10 Show the Boss How to Use Your Advice 165

One of the skills that management schools fail to teach is howto take advice from those whose advice one seeks. To see your ideascome alive, teach the boss how to take and to use your advice. Youmay be surprised at how receptive your boss will be. This chapteroffers four elements of constructive advice, seven approaches toproviding effective advice, and a way to assess your dailyeffectiveness.

Conclusion: You Are the Table 181

The fundamental premise of this book is that you are the tablewhenever you are in the presence of those you are advising, even ifyou are the only one in the room with them. Forget searching forthis mythical place, located somewhere in the vicinity of theboss’s office. Understand the leaders’ environment andthinking. Develop the disciplined approach this book offers, andthe table will be full whenever you are there. This confidentattitude, coupled with sensible, useful, and constructive advice,is what the boss expects, relies on, and respects you for in theprocess.

Index 185

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Sort by: Showing all of 2 Customer Reviews
  • Posted November 19, 2008

    more from this reviewer

    A useful guide to becoming a respected adviser to senior executives

    James Lukaszewski offers some guidance to people who want to make a career out of advising CEOs and other key executive managers. The author practices what he preaches by keeping the book focused, positive and concise. In the first part, he teaches you what matters to CEOs, why and how they think, and how to become an asset to their work. In the second part of the book, Lukaszewski devotes a chapter to each of the seven traits a successful CEO adviser needs. The list covers a combination of personal traits, patterns of thought, and skill at communicating with executives. This book will be most useful in helping you break away from a staff view of your company, so you can learn to evaluate situations from a CEO¿s perspective. getAbstract thinks this outlook will be useful to anyone who wants to be an effective adviser.

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  • Anonymous

    Posted March 7, 2012

    No text was provided for this review.

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