From one of the most respected names in business and leadership,
a rare look at the specifics of how great leaders achieve "common
purpose" and success within their organizations.
What is common purpose? It is that rare, almost-palpable
experience that happens when a leader coalesces a group, team or
community into a creative, dynamic, brave and nearly invincible
we. It happens the moment the organization's values, tools,
objectives and hopes are internalized in a way that enables people
to work tirelessly toward a goal. Common purpose is rarely
achieved. But Kurtzman has observed that when a leader is able to
bring it about, the results are outsized, measurable and
inspiring.
* Based on Kurtzman's all-new interviews with more than 50
leaders, including Ron Sargent, Ilene Lang, Micky Arison, Simon
Cooper, Joel Klein, Janet Field, Steve Wynn, Shivan Subramaniam,
Michael Dell, Richard Boyatzis, Tom Kelley, Michael Milken, and
Warren Bennis
* Contains research on leadership Kurtzman has conducted during
his years at The New York Times, the Harvard Business
Review, Booz & Company, as well as with
PricewaterhouseCoopers, Mercer, and Korn/Ferry
Based on all new interviews with some of the most dynamic,
successful, and enduring leaders, Common Purpose sheds new
light on the meaning of leadership, the crucial qualities of
leaders, and most importantly, how to lead.
Autorentext
JOEL KURTZMAN is chairman of the Kurtzman Group, a research and consulting firm focusing on issues relating to knowledge management, strategy, economic development, global risk, and thought leadership. He is a senior fellow at the Milken Institute and publisher of The Milken Institute Review, a member of the editorial board of MIT Sloan Management Review, and a senior fellow at Wharton's SEI Center for Advanced Studies in Management. He is also an advisor to the World Economic Forum and to the U.S. Council on Competitiveness. Previously, he was the editor of Harvard Business Review, founder and editor of strategy + business magazine, a columnist at Fortune, and an editor and columnist at The New York Times. For more than 30 years, Kurtzman has interviewed, worked with, and consulted to the CEOs of some of the world's largest companies.
Zusammenfassung
From one of the most respected names in business and leadership, a rare look at the specifics of how great leaders achieve "common purpose" and success within their organizations.
What is common purpose? It is that rare, almost-palpable experience that happens when a leader coalesces a group, team or community into a creative, dynamic, brave and nearly invincible we. It happens the moment the organization's values, tools, objectives and hopes are internalized in a way that enables people to work tirelessly toward a goal. Common purpose is rarely achieved. But Kurtzman has observed that when a leader is able to bring it about, the results are outsized, measurable and inspiring.
- Based on Kurtzman's all-new interviews with more than 50 leaders, including Ron Sargent, Ilene Lang, Micky Arison, Simon Cooper, Joel Klein, Janet Field, Steve Wynn, Shivan Subramaniam, Michael Dell, Richard Boyatzis, Tom Kelley, Michael Milken, and Warren Bennis
- Contains research on leadership Kurtzman has conducted during his years at The New York Times, the Harvard Business Review, Booz & Company, as well as with PricewaterhouseCoopers, Mercer, and Korn/Ferry
Based on all new interviews with some of the most dynamic, successful, and enduring leaders, Common Purpose sheds new light on the meaning of leadership, the crucial qualities of leaders, and most importantly, how to lead.
Inhalt
Foreword, by Marshall Goldsmith ix
Introduction: No One Leads Alone xi
1 The Leadership Disconnect 1
2 The New Rules of Employment 13
3 Leaders at All Levels 33
4 Internalizing What the Organization Stands For 45
5 The Best Leaders Are Part of the Group 57
6 Cultivating Curiosity, Not Complacency 67
7 Creating a Culture of Leadership 93
8 We're All in This Together 103
9 How Leaders Stay Positive and Determined 123
10 Leading Is a Mental Game 139
11 Different Strokes for Different Generations 157
12 You Don't Have to Be Ruthless to Lead 167
13 Ideas Matter 177
Epilogue: The Future of Leadership 191
A Leadership Library 197
About the Author 201
Index 203