12 Disciplines of Leadership Excellence: How Leaders Achieve by Brian Tracy, Peter Chee

By Brian Tracy, Peter Chee

Master the 12 disciplines of strong management and lead your company to greatness

We've all heard the word "born leader." management specialists Brian Tracy and Dr. Peter Chee are the following to debunk the parable that you just both have it otherwise you don't. That management is a expertise bestowed on a few and never on others. that during order to guide successfully, you want to have it on your genes.

The authors assert that groovy leaders are made, no longer born. every body has the facility to form himself or herself into the type of one that permits and uplifts others to arrive their optimum potential—and in 12 Disciplines of management Excellence, they display precisely the way to in attaining it.

It all starts off with self-discipline. during this groundbreaking publication, the authors holiday down nice management into 12 disciplines, including:

Clarity... approximately who you're, the place you're going, and the way to get there
Control... construct and bolster your experience of non-public accountability and self-mastery
Character... devote your self to passionately construct belief with honesty and integrity
Competence... decide to consistent unending development and learning
Caring... simply because if you happen to care, your humans care in construction nice operating relationships
Courage... relocating from your convenience sector to embody switch and make difficult decisions

One at a time. Don't try and tackle an excessive amount of without delay. pick out a self-discipline and stay it until eventually it turns into a behavior of excellence. Then flow to the subsequent one. it's going to take time—but all life-improving endeavors do.

Read this sensible, inspirational advisor and each day you'll take yet one more step to changing into a powerful chief.

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Extra resources for 12 Disciplines of Leadership Excellence: How Leaders Achieve Sustainable High Performance

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Has the full board discussed who would become CEO in the case of an emergency? Do you review that name every year, and as conditions change? Unless the answer to each question is an emphatic “yes,” you have work to do. The management development and compensation committee or its equivalent should take the lead in this area and devote whatever time and energy is required. But ensuring strong leadership and smooth transitions is the board’s primary responsibility, and thus every director must work hard to get it right.

It is the job of the governance committee to decide when it’s time for someone to move on—whether it’s because they’ve served for fifteen years or because they’re not adding enough to the boardroom dialogue. The committee should do it gracefully, QUESTION 1. IS OUR BOARD COMPOSITION RIGHT? 15 of course, and not make it seem like it is pushing the individual out. “The Lead Director or the head of the governance committee needs to be able to tell directors, ‘You’ve done a great job, but that chair needs to be filled by someone with x, y, z skills,’ ” says Roger Kenny, president of Boardroom Consultants.

In fact, it makes sense to have more than one person do the process jointly to reduce the subjectivity of the interviews. Otherwise, a search firm can be very useful. In one such case, the board engaged Carey to interview about a dozen people in the organization who knew the three internal candidates well. Initial interviews were three or four hours long, plus follow-up phone calls. Carey took steps to stress the confidentiality of the interviews and conducted them offsite. Spending half a day with each interviewee and following up as needed, he gathered a ton of detail on the candidates’ skill sets.

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