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There is a complexity paradox that we all need to understand. We
humans have a natural inclination towards connection, engagement,
and creativity – all necessary skills to thrive in complexity.
The problem is that the stress caused by uncertainty and ambiguity
makes it difficult to tap into this inclination when we need it the
most. This book offers a set of practices that help you not only
understand complexity but actually hack into your own nervous
system to bring your natural capacities back online. By paying
close attention to your body, redefining your emotional
experiences, and connecting more deeply to others, you can
transform the anxiety, exhaustion, and overwhelm that complexity
creates. Better still, as you unleash your natural complexity
genius, you create the conditions for those around you to flourish
in an uncertain world.
Listen to people in every field and you'll hear a call for more
sophisticated leadership—for leaders who can solve more complex
problems than the human race has ever faced. But these leaders
won't simply come to the fore; we have to develop them, and we must
cultivate them as quickly as is humanly possible. Changing on the
Job is a means to this end. As opposed to showing readers how to
play the role of a leader in a "paint by numbers" fashion, Changing
on the Job builds on theories of adult growth and development to
help readers become more thoughtful individuals, capable of leading
in any scenario. Moving from the theoretical to the practical, and
employing real-world examples, author Jennifer Garvey Berger offers
a set of building blocks to help cultivate an agile workforce while
improving performance. Coaches, HR professionals, thoughtful
leaders, and anyone who wants to flourish on the job will find this
book a vital resource for developing their own capacities and those
of the talent that they support.
When faced with complex challenges or uncertain outcomes, many
leaders believe that if they are smart enough, work hard enough, or
turn to the best management tools, they will be able to find the
right answer, predict and plan for the future, and break down tasks
to produce controllable results. But what are leaders to do when
this isn't the case? Rather than offering one-size-fits-all tips
and tricks drawn from the realm of business as usual, Simple Habits
for Complex Times provides three integral practices that enable
leaders to navigate the unknown. By taking multiple perspectives,
asking different questions, and seeing more of their system,
leaders can better understand themselves, their roles, and the
world around them. They can become more nimble, respond with
agility, and guide their organizations to thrive in an
ever-shifting business landscape. The more leaders use these simple
habits, the more they enhance their performance and solve
increasingly common, sticky business issues with greater acumen.
Whether in large or small organizations, in government or the
private sector, in the U.S. or overseas, leaders will turn to this
book as a companion that helps them grow into the best version of
themselves.
Author and consultant Jennifer Garvey Berger has worked with all
types of leaders—from top executives at Google to nonprofit
directors who are trying to make a dent in social change. She hears
a version of the same plea from every client in nearly every sector
around the world: "I know that complexity and uncertainty are
testing my instincts, but I don't know which to trust. Is there
some way to know what to do when I can't know what's next?" Her
newest work is an answer to this plea. Using her background in
adult development, complexity theories, and leadership consultancy,
Garvey Berger discerns five pernicious and pervasive "mind traps"
to frame the book. These are: the desire for simple stories, our
sense that we are right, our desire to get along with others in our
group, our fixation with control, and our constant quest to protect
and defend our egos. In addition to understanding why these natural
impulses steer us wrong in a fast-moving world, leaders will get
powerful questions and approaches that help them escape these
patterns.
When faced with complex challenges or uncertain outcomes, many
leaders believe that if they are smart enough, work hard enough, or
turn to the best management tools, they will be able to find the
right answer, predict and plan for the future, and break down tasks
to produce controllable results. But what are leaders to do when
this isn't the case? Rather than offering one-size-fits-all tips
and tricks drawn from the realm of business as usual, Simple Habits
for Complex Times provides three integral practices that enable
leaders to navigate the unknown. By taking multiple perspectives,
asking different questions, and seeing more of their system,
leaders can better understand themselves, their roles, and the
world around them. They can become more nimble, respond with
agility, and guide their organizations to thrive in an
ever-shifting business landscape. The more leaders use these simple
habits, the more they enhance their performance and solve
increasingly common, sticky business issues with greater acumen.
Whether in large or small organizations, in government or the
private sector, in the U.S. or overseas, leaders will turn to this
book as a companion that helps them grow into the best version of
themselves.
Listen to people in every field and you'll hear a call for more
sophisticated leadershipOCofor leaders who can solve more complex
problems than the human race has ever faced. But these leaders
won't simply come to the fore; we have to "develop" them, and we
must cultivate them as quickly as is humanly possible. "Changing on
the Job" is a means to this end.
As opposed to showing readers how to play the role of a leader in a
paint by numbers fashion, "Changing on the Job" builds on theories
of adult growth and development to help readers become more
thoughtful individuals, capable of leading in any scenario. Moving
from the theoretical to the practical, and employing real-world
examples, author Jennifer Garvey Berger offers a set of building
blocks to help cultivate an agile workforce while improving
performance.
Coaches, HR professionals, thoughtful leaders, and anyone who wants
to flourish on the job will find this book a vital resource for
developing their own capacities and those of the talent that they
support."
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