Engaging Leadership Three Agendas for Sustaining Achievement

by Marlier, Didier; Parker, Christopher; Mobilizing Teams International

• ISBN13: 9780230577527
• ISBN10: 0230577520
• Format: Hardcover
• Copyright: 2009-04-15
• Publisher: Palgrave Macmillan

Summary

The first management book to describe with numerous original examples, how successful leaders combine 'the three agendas' of strategy, leadership and followers engagement. It is down to earth, pragmatic and offers a solid toolbox for leaders who are about to engage into a major, large scale change.

Author Biography

DIDIER MARLIER has been a strategy consultant and taught Change & Leadership as an Associate Professor in Nyenrode and visiting faculty at Insead and EHL. Marlier's professional deep intent is making the working place an energizing place so that people may perform at their best level.

Table of Contents

List of figures	p. ix
How this book was conceived	p. xi
The authors	p. xiii
Acknowledgments	p. xxi
Purpose and structure	p. xxiii
The need for a new leadership style	p. 1
From the certainty of the Trente Glorieuses to the ambiguities of "open source leadership"	p. 3
The Trente Glorieuses	p. 3
The "MBA years"	p. 4
The paradigm shift	p. 5
Open source leadership: Reasons for hope or despair?	p. 7
The "value matrix": A challenge to "Wall-Street-driven strategies"	p. 9
The nightmare	p. 10
Heaven	p. 10
The dream	p. 11
Hell	p. 12
The leadership challenge inherent to the value matrix: The change house	p. 15
The three agendas of leadership	p. 17
Logos (intellectual agenda)	p. 18
Ethos (behavioral agenda)	p. 18
Pathos (Emotional agenda)	p. 19
Conclusion	p. 21
Co-creating clarity and purpose around the intellectual agenda	p. 23
Why vision/mission/value/strategic/you-name-it statements don't work	p. 25
Co-creating clarity and meaning	p. 26
An example of successful co-creation	p. 27
Different people need different things to co-create clarity and meaning	p. 29
Reality is a social construction	p. 30
Explore, co-create, and conclude	p. 31
Guessing the future or getting ready for it?	p. 34
Leading edge organizations identify and address their strategic dilemmas	p. 35
Where are the dilemma conversations taking place in your organization?	p. 37
Conclusion	p. 39
Building economic value through appropriate leadership style (the behavioral agenda)	p. 41
People listen to what you do!	p. 43
Creating and destroying value through behaviors	p. 44
Positive and negative stories	p. 47
The eight value-building behaviors	p. 48
Listen actively	p. 48
Ask open questions	p. 49
Summarize	p. 50
Support and constructively challenge	p. 50
Clarify	p. 53
Ask for time-out	p. 53
Give feedback/run a review	p. 54
Behaviors and leadership styles are critical in value creation and destruction	p. 54
Conclusion	p. 58
Unleashing potential through the emotional agenda	p. 61
Why a sense of purpose?	p. 63
Having a strong sense of purpose	p. 64
Purposeful, reactive, or egocentric	p. 65
The purposeful state	p. 65
The reactive state	p. 66
The egocentric state	p. 67
What is the sense of purpose?	p. 67
Emotionally connected	p. 67
Aspiring and inspiring	p. 68
Flexible and solid	p. 69
The capacity to influence	p. 70
The circle of control	p. 72
The circle of influence	p. 73
The circle of doom	p. 73
Killing the fear (flourishing not languishing)	p. 76
The reptilian brain	p. 77
The limbic brain	p. 78
The neo-cortex	p. 78
The recurring fears	p. 79
Stretch versus stress	p. 80
The energy model	p. 81
The performance zone (or purposeful state)	p. 81
The stress zone (or reactive state)	p. 83
The depression zone (or egocentric state)	p. 83
The parking zone (or neutral state)	p. 83
The levers of the energy model	p. 84
Conclusion	p. 85
Accelerating change: The leadership engagement process	p. 87
The leadership engagement process: Every word counts	p. 89
The eight misconceptions about the leadership engagement process	p. 90
The three steps in a leadership engagement process	p. 93
The mourning process: "The scary collective catharsis"	p. 94
Co-creating clarity	p. 96
Co-creating purpose and meaning	p. 97
Co-creating a sense of urgency	p. 98
Validating and implementing a strategy	p. 98
Co-creating around and implementing a new strategy	p. 99
Remobilizing a large community of leaders	p. 99
The behaviors which help leaders facilitate the mourning process	p. 99
What role for the executives?101
Other support that can be use	p. 101
Conclusion	p. 106
The re-engagement process: "Back to problem-solving mode"	p. 107
Change mourners into active problem solvers	p. 108
The anchoring process: Bonding versus bridging	p. 110
Intellectually compelling	p. 112
Emotionally engaging	p. 113
Building convincing business narratives (story telling)	p. 115
Conclusion	p. 119
Conclusion: from mythical heroes to business leaders (Joseph Campbell's legacy to business leaders)	p. 121
The story of Manoj Narender Madnani and Sven Larsen	p. 123
Joseph Campbell	p. 124
How the hero's journey helps business leaders	p. 125
Recovery and deep intent	p. 125
The mental and emotional preparedness	p. 126
The call to adventure	p. 126
The defining moment (Crossing the first threshold)	p. 127
The Moments of doubt (Roads of trial)	p. 127
Facing the Nemesis/shadow (Roads of trial)	p. 128
The Recovery (Roads of trial)	p. 128
The refusal to follow (Refusal to return)	p. 129
The master of two worlds	p. 129
Notes, references, bibliography, and filmography	p. 131
Index	p. 141
Table of Contents provided by Ingram. All Rights Reserved.