|Series:||J-B International Association of Business Communicators Series , #13|
|Product dimensions:||6.28(w) x 9.15(h) x 0.74(d)|
About the Author
Table of Contents
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.
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.
What People are Saying About This
"Leaders must have trusted advisors. This book shows you howto be one and stay one."—Harvey B. Mackay, author of the New York Times #1bestseller Swim With The Sharks Without Being Eaten Alive
"Jim Lukaszewski has personally helped resolve more corporatecrises than anyone I know of. His experience “in thetrenches” equals the high quality of his judgment."—Chester Burger, American Public Relations Leader Emeritusand PRSA Gold Anvil Winner
"This book is all muscle. It will challenge even the mosttrusted advisors to improve their skills. Hats off to JimLukaszewski for an actionable playbook and a good read."—Lynn Casey, Chief Executive Officer of Padilla SpeerBeardsley Inc.
"One of the most common complaints of managers and functionalexperts inside organizations is that their leaders don’tlisten to them and heed their advice enough. Andthey’re right. The result is a huge waste of time,expertise, morale, and money. Part of the answer is leadersbecoming better, wiser advice takers…the other part is betteradvice giving on the part of advisers. In this importantbook, Jim Lukaszewski lays out with great clarity and practicalitywhat anyone must know who wants to have more influence on a bossand more impact on organizational success."—Dan Ciampa, Author of Taking Advice, How Leaders Get GoodCounsel and Use it Wisely
"I have both worked with Jim and learned from him. He isfocused and consistent in his approach to providing strategicadvice. He combines those immeasurable qualities ofexperience, intelligence and grit that allow him to say what theclient needs to hear in the way it needs to be heard. Attorneys are in the unique position of both advocating for aclient. There is a delicate balance to be drawn betweenadvising a client as to a business aspect of a particular matterand advising the client in regard to a matter which has becomecontentious. Jim has a powerful sense of the nuanced tonesand content of the advice that must be given. Reading thisbook provides valuable insights and guidance to help you navigatethe often treacherous waters swirling around management."—Douglas Cooper, Co-Managing Partner, Ruskin MoscouFaltischek, P.C.
"Lukaszewski, a brilliant strategic advisor, gives the secretsthat can mean success for you."—Robert L. Dilenschneider, Author of Power and Influence:The Rules Have Changed
"If you want to be in your organization’s inner circle orif you and want to stay there, this book is a must read. JimLukaszewski is hands down one of the brightest business strategistson the scene today. This is the handbook to your careersuccess."—Bob Frause, Chairman CEO, The Frause Group
"Jim Lukaszewski is a master both at giving advice to leadersand coaching others to become trusted advisors. This bookprovides valuable tools and techniques to help enhance anyone'sadvisory skills, and to help earn the trust and confidence of thoseat the top."—Helio Fred Garcia, Executive Director, Logos Institute forCrisis Management & Executive Leadership
"Jim Lukaszewski is widely regarded as one of thecountry’s preeminent authorities in crisis communications andissues management. I have been privileged to work with Jimand to benefit from his wise counsel for many years. What Iadmire most is Jim’s innate desire to teach others. Through his professional practice and his writings, Jimrelentlessly challenges us to elevate our thinking and our skillsin order to drive strategic thinking throughout our respectiveorganizations."—Karen Muldoon Geus, Former Vice President Communications,The Children's Hospital of Philadelphia and Primestar Partners
"Jim Lukaszewski is the best strategic thinker I know. Butwhat makes him even more valuable to clients is his ability to sellhis recommendations to CEOs and senior management. Thatcombination of talents is exceedingly rare."—Robert E. Gorman, Robert E. Gorman Communication
"I’ve been a communication consultant to all types oforganizations for more than 30 years, and I thought I knew allthere was to know about offering advice to my clients until I read Jim Lukaszewski’s book. What a treasuretrove of insights, experiences, and practical advice on how tobecome and remain a valued advisor. Read it and learn."—Carole M. Gorney Director, Center for Crisis PublicRelations & Litigation Studies, Lehigh University
"When your company is faced with a dire situation, there isgreat comfort in picking up the phone and hearing JimLukaszewski’s voice. When we get in a tight spot werely on his wisdom and advice."—Deborah L. Grant, Vice President of UniversityCommunications, Tulane University
"In Why Should the Boss Listen to You: The SevenDisciplines of the Trusted Strategic Advisor, Jim Lukaszewski drawson his long and successful career as a counselor to seniormanagement, in a clear and straightforward way. No matterwhat your profession, the Disciplines will help you see higher andfurther."—Stephanie Harwood, S.M. Harwood Consulting
"One of the most ‘trusted strategic advisors’ I knowis Jim Lukaszewski. So, if you want your boss to listen toyou, read this book . . . and everything else Jimwrites."—Richard Jernstedt, Chief Marketing Officer, EVP, SeniorPartner, Fleishman-Hillard
"In this book the magician reveals his secrets. And guesswhat. Some of it is magic but most of it is integrity inaction. You can do it too."—George Kroloff, George Kroloff & Associates
"Jim's diverse background, depth of experience, and hands-onbattle skills in the trenches deliver superior results; hisstrategic advice and counsel made the difference."—Seth Kursman, Vice President, Government Affairs &Communications, AbitibiBowater Inc.
"As Founder and CEO of the world’s favorite florist, Ihave gotten advice from many thoughtful strategic advisors. None are more capable than Jim. This book provides theblueprint to become a Trusted Advisor."—Jim McCann, Chief Executive Officer , 1-800-Flowers.com
"As the CEO of my own firm today, and as Jim’s mentor andcollege advisor years ago, I am reminded of the depth ofperspective Jim has always displayed in operating as a trustedadvisor to so many, even as he completed his education. Thisbook will open up his wise and inventive approaches to guiding andadvising to a much wider business audience. I encourage youto read this book and be inspired by it."—Judith Pendergrass, Ph.D., Chief Executive Officer,Consulting Psychologists, Inc.
"Jim is well known for helping those in the C-suite deal withcrises. With his new book, Why Should the Boss Listen toYou: The Seven Disciplines of the Trusted Strategic Advisor,he teaches us how to build the kind of trusting relationship neededto be the first person the CEO calls when there's a situationbrewing. Or when he or she just wants to hear some straighttalk."—Mela Sera, Account Supervisor, IMRE Communications
"Jim's ability to quickly assess issues and offer pragmaticsolutions, in a clear, understandable fashion makes him a valuablepartner in running a business in these fast and turbulent timeswhere employees are looking for direction and leadership they cantrust more than ever before. Over the years, many of my linemanagers still comment on how his counsel helped them and how theyuse his tenets of communication every day."—Robert M. Sherwood, Division Human Resources Lead, GivaudanSchweiz AG
"Jim Lukaszewski is a premier counselor to CEOs for one simplereason: he knows how they think, what matters to them . .. and what does not matter to them. Too many whocontend for influence in the executive suite do not know thesebasics. They attempt to impose their notions of what the bossshould know about their functional area. Far better that theyforget their own job title, put themselves in the boss’sshoes, and bring useful insight that helps the leader move theorganization forward. Jim's book shows aspiring counselorsexactly how to do this."—David J. Therkelsen, Executive Director, CrisisConnection
"Jim often is at the table with spot-on counsel, laser-focusedstrategy that CEOs and other experts and advisors can quicklyembrace, and an intensity that makes the difference in the finaloutcome."—Marilyn Waters, Director of Media Relations, Fortune 100Company
"Every senior leader worth his or her salt should listen to whatJim Lukaszewski has to say. The record is clear. Often ithas been Jim’s unique experience, insight, and counsel thatmade the difference between success and failure for leaders facingthe most challenging problems and issues of their careers."—Richard J. White, Vice President-Corporate Communications,Wisconsin Energy Corporation/We Energies
"I've worked side-by-side with Jim Lukaszewski. He bringsenormous credibility to high pressure situations. Clientslisten because they sense immediately that he is a trustedadvisor. I’ve read every word of his book. If youwant to add new value in your organization and be viewed as atrusted advisor, you should, too."—Davis Young, Author of Building Your Company's GoodName
"An exciting and practical book about how to become a 'strategictrusted advisor' to CEOs and other leaders.This book serves as aroad map for anyone who aspires to become a 'strategic personalcounselor' for a boss or client. The way to manage your owndestiny, says Lukaszewski, is by helping leaders realizetheirs."—Otto Lerbinger, Ph.D, Professor Emeritus, Boston University,College of Communication