Titres dans Leadership

Software startups make global headlines every day. As technology companies succeed and grow, so do their engineering departments. In your career, you'll may suddenly get the opportunity to lead teams: to become a manager. But this is often uncharted territory. How can you decide whether this career move is right for you? And if you do, what do you need to learn to succeed? Where do you start? How do you know that you're doing it right? What does "it" even mean? And isn't management a dirty word? This book will share the secrets you need to know to manage engineers successfully.

True leadership isn't a matter of having a certain job or title. In fact, being chosen for a position is only the first of the five levels every effective leader achieves. To become more than "the boss" people follow only because they are required to, you have to master the ability to invest in people and inspire them. To grow further in your role, you must achieve results and build a team that produces. You need to help people to develop their skills to become leaders in their own right.

This audiobook is a practical guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Perhaps, the leader’s most challenging task is to increase intellectual friction while decreasing social friction.

Tremendous forces for change are radically reshaping the world of work. Disruptive innovations, radical thinking, new business models and resource scarcity are impacting every sector. Although the scale of expected change is not unprecedented, what is unique is the pervasive nature of the change and its accelerating pace which people in organizations have to cope with. Structures, systems, processes and strategies are relatively simple to understand and even fix.

Legendary business coach Dean Graziosi has broken down the walls of complexity around success and created simple success recipes that you can quickly put to use in your life to reach the level of wealth and abundance you desire. This book is not about adding more time to your day. It is about replacing those things that are not serving your future with success habits designed specifically to assist you on your journey to a better you.

Improving the performance of your employees involves one of the hardest challenges in the known universe: changing the way they think. In constant demand as a coach, speaker, and consultant to companies around the world, David Rock has proven that the secret to leading people (and living and working with them) is found in the space between their ears. "If people are being paid to think," he writes, "isn't it time the business world found out what the thing doing the work, the brain, is all about?"

Tim Sanders, Chief Solutions Officer at Yahoo!, puts forth a wildly original idea: It pays to be nice. Sanders shows how being a "lovecat" will help you accomplish your goals, both in and out of the office.

Throughout history, the world’s most admired generals have used basic principles of strategy to achieve great military successes, often against overwhelming odds. You can use these principles to achieve success in every area of life.

Whole Foods Market cofounder John Mackey and professor and Conscious Capitalism, Inc. cofounder Raj Sisodia argue for the inherent good of both business and capitalism. Featuring some of today's best-known and most-successful companies, they illustrate how these two forces can - and do - work most powerfully to create value for all stakeholders, including customers, employees, suppliers, investors, society, and the environment.

One of the world's most respected leaders, former IBM CEO Ginni Rometty overcame childhood and financial struggles to embark on a groundbreaking career that took her from entry-level engineer to eight years as the first woman CEO of an iconic global company. Forty years in business and public advocacy taught Rometty the transformative power of leadership that blends authenticity, relationships, and curiosity with vision, rigor, and conviction. In her personable yet direct voice, Rometty reveals experiences that taught her how to orchestrate change for clients, companies, and communities.

Difficult people are the worst part of a manager's job. Whether it comes from direct reports or people above, outbursts, irrational demands, griping, and other disruptions need to be dealt with - and it's your responsibility to do it. Leading the Unleadable turns this dreaded chore into a straight forward process that gently, yet effectively, improves behaviors.

Now leader of the UK himself, Boris Johnson explores what makes up the 'Churchill Factor' - the singular brilliance of one of the most important leaders of the 20th century. Taking on the myths and misconceptions along with the outsized reality, he portrays - with characteristic wit and passion - a man of multiple contradictions, contagious bravery, breath-taking eloquence, matchless strategizing and deep humanity.

In his sixth fable, best-selling author Patrick Lencioni takes on a topic that almost everyone can relate to: the causes of a miserable job. Millions of workers, even those who have carefully chosen careers based on true passions and interests, dread going to work, suffering each day as they trudge to jobs that make them cynical, weary, and frustrated. It is a simple fact of business life that any job, from investment banker to dishwasher, can become miserable.

Co-Active Coaching offers current and aspiring coaches, leaders and managers in organisations and anyone wanting to strengthen interpersonal relationships, a practical, yet transformative communication process called the Co-Active Model. Since its creation by the authors more than 25 years ago, the Co-Active Model and the book have formed the foundation of the authors' six-part coach training program delivered globally to tens of thousands of individuals each year through the authors' training institute, CTI.

In the newly revised third edition of The Leadership Pipeline, a team of veteran leadership practitioners delivers a practical and essential framework for identifying future leaders, assessing their competence, planning their development, nurturing their talents, and analyzing the results of your efforts. The work to be done, the required skills, time application, and the necessary work values for each leadership layer are clearly defined for the digital age.

In Immunity to Change, authors Robert Kegan and Lisa Laskow Lahey show how our individual beliefs - along with the collective mindsets in our organizations - combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us.

When New York Times bestselling author Jon Acuff got curious about tapping into his full potential, he launched a research study with Dr. Mike Peasley. They asked more than three thousand people if they felt they were living up to their full potential. Fifty percent of people reported that 50 percent of their full potential is untapped. That means half of us are walking around with half-lives. No wonder Twitter is so grumpy.

The retired four-star general and and best-selling author of My Share of the Task shares a powerful new leadership model. Former General Stanley McChrystal held a key position for much of the War on Terror, as head of the Joint Special Operations Command. In Iraq, he found that despite the vastly superior resources, manpower, and training of the US Military, Al Qaeda had an advantage because of its structure as a loose network of small, independent cells. To defeat such an agile enemy, JSOC had to change its focus from efficiency to adaptability.

In The Unicorn Project, we follow Maxine, a senior lead developer and architect, as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy and to work within a system where no one can get anything done without endless committees, paperwork, and approvals. One day, she is approached by a ragtag bunch of misfits who say they want to overthrow the existing order, to liberate developers, to bring joy back to technology work.

When change requires you to challenge people's familiar reality, it can be difficult, dangerous work. Whatever the context - whether in the private or the public sector - many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work.