Hidden Truths What Leaders Need to Hear But Are Rarely Told 1st edition by David Fubini 1119682347 9781119682349

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ISBN-10 :  1119682347 

ISBN-13 :  9781119682349

Author : David Fubini 

Hidden Truths: What Leaders Need to Hear But Are Rarely Told delivers profound and rarely discussed insights about C-suite jobs that provide aspiring leaders with practical, new skills that will equip them for the immense challenges of their desired jobs. Through 14 illuminating chapters, accomplished Harvard Business School faculty member and former Senior Partner of McKinsey & Company sets out the essential habits that help leaders create success, time and time again. 

Hidden Truths: What Leaders Need to Hear But Are Rarely Told 1st Table of contents:

1 Arrive Prepared
A NEW AND DEMANDING ERA
ROGER KRONE: DOING YOUR HOMEWORK
HOW DID KRONE DEVELOP ALL THESE PERSPECTIVES? HE HAD HELP
HOW DO YOU PREPARE? GO DEEP AND BROAD
2 Avoid Half‐Truths and Misperceptions
WHEN GOOD NEWS IS BAD ADVICE
IT TAKES TWO TO TANGO: CEO ARE PART OF THE DANCE AROUND THE TRUTH
EXAMPLES OF DAMAGING HALF‐TRUTHS AND WITHHELD INFORMATION
KNOW YOUR SHAKESPEARE, DON’T BE LIKE LEAR
HOW TO MOVE FROM PARTIAL TO WHOLE TRUTHS
TOLERATE FAILURE, HEAR THE FULL TRUTH
3 Adopt a Constituent Consciousness
CRAZY CALENDARS, MYOPIA, AND INTENSE DEMANDS
WAYS TO ADDRESS THE CONSTITUENCIES CONUNDRUM
IT’S ALL A MATTER OF TIME
4 Start Change Management by Changing the Management
THE ALLURE OF CHANGING SLOWLY—AND THE DANGERS
THE NEED TO MAKE THE MOST OF TWO VERY SCARCE RESOURCES: TIME AND TRUST
SUCCESSFULLY TRANSITIONING AFTER A MERGER OR ACQUISITION: AMERICAN AIRLINES
CHANGE REQUIRES EMPATHY, CLARITY, AND COURAGE
NOTES
5 Avoid Becoming Isolated
HOW ISOLATION HAPPENS
CREATING YOUR OWN SHELL
TRANSITIONING TO A GOOD COMMUNICATIONS REGIME
CONNECTING WITH BOARDS
REACH OUT TO THE RIGHT PEOPLE
FIVE WAYS TO KEEP CONNECTED
6 Manage the Mentorship Conundrum
A GROWING NEED IN ORGANIZATIONS
MENTORSHIP ROLES AND RESPONSIBILITIES
BOARD EXPECTATIONS, CEO RESISTANCE
MENTORSHIP DO’S AND DON’TS
7 Use Role Modeling as a Change Tool
AN ESSENTIAL CHANGE MANAGEMENT ASSET
FOUR WAYS TO MODEL THE RIGHT MESSAGE
MODELING THE RELATIONSHIP BETWEEN CUSTOMERS AND R&D
THE MAGNIFICATION PRINCIPLE
BE CAREFUL ABOUT THE BEHAVIOR YOU MODEL
INSPIRATION AND INSTINCT
8 Use Psychic Rewards, Not Just Monetary Ones
SOLID BUT INFLEXIBLE
INFORMAL AND FORMAL TYPES
WHY CEOS UNDERUTILIZE THIS VALUABLE TOOL
BUT COMPANIES CAN’T LIVE BY FINANCIAL INCENTIVES ALONE
NOTE
9 Get on Board with Your Board
TIMELY FACTORS
PROACTIVE, NOT REACTIVE
A REFLEXIVE RELUCTANCE
THE RESET OPPORTUNITY
CHOOSING BOARD CHALLENGERS
RESTRUCTURING BOARD INTERACTIONS
WILL BOARD MEMBERS RESIST?
10 Do Good While Doing Well
SAYING ONE THING, DOING ANOTHER
NAVIGATING THE PARADOX: 7 FEASIBLE DIRECTIONS
EDUCATE, ENGAGE, AND QUESTION
CREATING A GOOD IMPRESSION
YOUR WORLD IS CHANGING
GOING FORWARD WITH AN AUTHENTIC CAUSE
11 Embrace the Value and Reality of Diversity
BEWARE OF REFLEXIVE ACTIONS
SIX PROACTIVE ACTIONS
12 Know When to Leave
WHAT BOARDS TALK ABOUT WHEN THEY TALK ABOUT CEO
DEPARTURE TIMES AND TYPES
QUICK TO LEAVE, SLOW TO DEPART
HOW TO TIME IT RIGHT
LOGIC AND INSTINCT
13 Plan a Post‐Leadership Life
WHERE DO CEO GO AT THE END OF THE DAY?
WHY EXIT PLANS MAKE SENSE FOR LEADERS AND THEIR BOARDS
HOW TO FIND THE RIGHT POST‐CEO PURSUIT
TWO EXAMPLES: A GOOD AND BAD POST‐DEPARTURE EXISTENCE
14 Strive for Authenticity
THE GENUINE ARTICLE
HOW DO YOU MEASURE YOUR AUTHENTICITY?
PITFALLS: HOW INAUTHENTICITY HAPPENS
HOW TO COMMUNICATE AUTHENTICALLY
HONESTY WORKS
15 Seek Truths in the Future
PREPARE FOR GROWING DEMANDS
RECOGNIZING NEW REALITIES
CEOs CAN HANDLE THE TRUTHS

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