Leadership Isn T For Cowards

A no-nonsense guide to driving performance while still maintaining a great place to work Leadership Isn't For Cowards offers straightforward steps to leading courageously and practical tips for driving performance. Courageous leadership means toughening your approach by being rigorous in the application of your values through the company culture. It means confronting and challenging people, and not letting them get away with being less than you know they can be. The path to courageous leadership has six components: Accept Your Current Circumstances, Take Responsibility, Take Action, Acknowledge Progress, Commit to Lifelong Learning, and Kindle Relationships. These manageable steps include: Identify the area in your business or life where a gap exists between your current reality and your desired reality Align yourself with a person or a group of people who can commit to holding you accountable for closing the gap Make a specific commitment to the outcome(s) you want and assign dates to them With courageous leadership, you'll create a culture and a mindset that encourages and demands excellence! Follow these steps to bring out the best in your employees and lead your company to significant success.

A no-nonsense guide to driving performance while still maintaining a great place to work Leadership Isn't For Cowards offers straightforward steps to leading courageously and practical tips for driving performance. Courageous leadership means toughening your approach by being rigorous in the application of your values through the company culture. It means confronting and challenging people, and not letting them get away with being less than you know they can be. The path to courageous leadership has six components: Accept Your Current Circumstances, Take Responsibility, Take Action, Acknowledge Progress, Commit to Lifelong Learning, and Kindle Relationships. These manageable steps include: Identify the area in your business or life where a gap exists between your current reality and your desired reality Align yourself with a person or a group of people who can commit to holding you accountable for closing the gap Make a specific commitment to the outcome(s) you want and assign dates to them With courageous leadership, you'll create a culture and a mindset that encourages and demands excellence! Follow these steps to bring out the best in your employees and lead your company to significant success.

These quotes are from Mike Staver's book, Leadership Isn't For Cowards, which offers straightforward, practical advice for leading courageously and driving performance while also creating a great place to work.

Dr. Dobson offers advice to frustrated parents on ways to handle child-rearing responsibilities with self-confidence. He deals with the contest of wills between generations, with the perils of adolescence, and with the pervasive problem of parental burnout.

The author asserts that the Church in North America, by and large, is steeped in a "culture of cowardice". According to Dr. Edwin Friedman, author of A Failure of Nerve, a distinctive type of leadership is required. Kirlin applies principles gleaned from his experience coaching pastors while applying Dr. Friedman's insights giving timely counsel for ministers and leaders in today's Church.

A provocative look at how cowardice has been understood from ancient times to the present Coward. It's a grave insult, likely to provoke anger, shame, even violence. But what exactly is cowardice? When terrorists are called cowards, does it mean the same as when the term is applied to soldiers? And what, if anything, does cowardice have to do with the rest of us? Bringing together sources from court-martial cases to literary and film classics such as Dante's Inferno, The Red Badge of Courage, and The Thin Red Line, Cowardice recounts the great harm that both cowards and the fear of seeming cowardly have done, and traces the idea of cowardice’s power to its evolutionary roots. But Chris Walsh also shows that this power has faded, most dramatically on the battlefield. Misconduct that earlier might have been punished as cowardice has more recently often been treated medically, as an adverse reaction to trauma, and Walsh explores a parallel therapeutic shift that reaches beyond war, into the realms of politics, crime, philosophy, religion, and love. Yet, as Walsh indicates, the therapeutic has not altogether triumphed—contempt for cowardice endures, and he argues that such contempt can be a good thing. Courage attracts much more of our attention, but rigorously understanding cowardice may be more morally useful, for it requires us to think critically about our duties and our fears, and it helps us to act ethically when fear and duty conflict. Richly illustrated and filled with fascinating stories and insights, Cowardice is the first sustained analysis of a neglected but profound and pervasive feature of human experience.

Most leaders who make it to the top possess characteristics that are all too human: they have politically incorrect attitudes, are conflicted, and play politics to get their way. Written by leading management consultant Anthony F. Smith, The Taboos of Leadership reveals the rarely discussed realities of leadership—the secrets that leaders just cannot admit to publicly for fear of losing power, self-respect, or even their jobs. This revelatory book will help both leaders and followers achieve real understanding and co-create a two-way street culture of openness, trust, and improved performance in their organizations. The Taboos of Leadership discloses ten guarded secrets that leaders can’t discuss, even with their closest constituents, including: charisma shouldn’t make a difference . . . but it does; women make better leaders . . . when that’s what they really want to do; blatant self-interest is dangerous . . . in followers, not leaders; thou shalt not play favorites with friends and family . . . except when it makes a lot of sense; and more.

This handbook for developing six crucial habits “ should be on every modern leader’s desk” (Jeb Blount, bestselling author of People Follow You). While many books focus on developing managerial competencies, most leadership failures are the result of a failure in character, not a failure in competence. But just as you don’t get in shape by reading a fitness magazine, you don’t become a leader of character by reading a book on character. You have to do what you want to be! Becoming a Leader of Character is a workout plan designed to develop six Habits of Character by providing small daily exercises that strengthen your character muscles—for the important tests of character all leaders face.