Bøger udgivet af Center for Creative Leadership

When managers in multinational companies are not properly prepared for assignments in foreign countries, the costs are great - for the managers themselves, for their organizations, and for their home countries. The selection - development - support framework described in this report not only identifies the important factors to consider when working overseas but also specifies ways to develop a talent pool of effective expatriates. Such factors as personality, early-life experiences, role of the spouse, language and cultural training, and repatriation are discussed in detail and recommendations for expatriate success are provided.

With thirty-seven years in the U.S. Army, retiring as a three-star general, and nine years as the president and CEO of the Center for Creative Leadership, Walter F. Ulmer, Jr., has a wealth of leadership experience. He is also an exceptionally thoughtful person committed to learning from his experience. This book, selected from columns that he wrote for CCL's periodical Issues & Observations and introduced by an adaptation of an essay written for the Kellogg Leadership Studies Project, demonstrates his understanding of both practice and theory, and reminds us that there can be no true leadership without learning.

Senior executives, however, sometimes require a richer feedback experience - one which might also include one or more of the following: detailed verbatim descriptions of performance, observations from family members and friends, psychometric measures of personality and motivation, and data on early history, plus an extended coaching relationship with a professional in leadership development. With this added scope and power, however, comes increased risk, which makes it essential that additional precautions be taken. In this report, the authors offer guidelines for how enhanced feedback can be provided safely and effectively.

This Center for Creative Leadership(R) publication shows you the important steps you can take to become more self-aware and to treat new ideas and those who suggest them with the respect and consideration they deserve. Ask any leader about innovation and you are likely to hear how critical it is to their organization. Innovation provides a way to stand out from competitors around the globe and to address ever-rising customer expectations for products, services, and experiences that are new, different, and make life easier. Despite what we say about innovation, how we act is often in direct contradiction to our words. Most of us are quick to see new ideas as a risk- lacking all the evidence and detail we need to make us feel comfortable. Rather than embracing new ideas and nurturing them along the way, we tend to discard them out of hand-sabotaging the very creativity we need to fuel innovation. The six tips described in this publication will inspire & equip any leader to become an innovation hero!

Mentoring is an intentional, developmental relationship in which a more experienced, more knowledgeable person nurtures the professional and personal life of a less experienced, less knowledgeable person. Both mentors and mentees realize many benefits from mentoring, as do organizations that encourage, structure, and support mentoring. Effective mentors develop the leadership capacity of their mentees while increasing their own skills. They transfer their knowledge and expertise back into their organizations. They nurture the alignment between employee aspirations and organizational imperatives, and they create depth and loyalty within their organizations. Leaders who take mentoring seriously and handle it effectively have a profound impact.

What brought you to where you are now probably won't take you to where you want to go. If you want to reach the next level of performance or leadership, now is the time to DEVELOP, the time to GROW. Now is the time to CHANGE. The FIVE STEPS in this book will help you achieve the changes you seek. You will identify where to focus your development energy. You will create goals that work for you. You will craft a plan for achieving your goals. You will learn how to anticipate and overcome obstacles. And you'll figure out how to stay on course. Successful people have the ability to adapt. They thrive because they change. You can be one of them. Don't wait. Follow the steps in this book and CHANGE NOW!

Throughout a business career that spanned more than 40 years, executive Ingar Skaug sought to answer a vital question: "What is world-class leadership and how do we live it?" In Make the Leap, he shares the answers gained from his own leadership journey with some of the world's most influential companies. In this autobiography, Skaug, a native of Norway, recounts a lifetime of adventures that began with crisscrossing the globe solo as a child. It later included intense negotiations with the Teamsters union in the United States and rebuilding a shipping company that had lost much of its senior management in a shocking airplane crash. "It didn't take me long to realize that if a manager wants to achieve results, he must dare to fail," Skaug writes. With great candor, thoughtfulness, and insight, he closely examines the successes and failures from his own career - offering readers not only a compelling story of a life in global business but also the benefit of hard-won leadership wisdom.

Most companies and their leaders consider innovation vital. In fact, in a 2015 Center for Creative Leadership survey of leaders, 94 percent told us just that. But those same leaders also admitted that most of their organizations aren't very good at it. Just 14 percent said their companies were effective innovators. Innovation work is risky, stressful, and emotionally draining, and the only way to span this gap, and to address the needs of innovators, is effective leadership. Supporting Innovators discusses the three key pillars of leading innovators, and how you can give your innovators the focus, direction, and support they need to close the innovation gap.

Experience is vital for a leader's success, but merely having an experience (such as a challenging new job, a stretch assignment, or an unexpected hardship) isn't enough. The best leaders know not just how to seek out developmental experiences, but how to extract the essential lessons within each experience and apply them to future situations. This book will walk you through a four step process for making the most out of your experiences. You will learn how to seek out beneficial experiences, make sense out of both old and new experiences, internalize the most useful lessons from each experience, and apply those lessons to new, unfamiliar, and challenging situations. By becoming learning agile, you'll be able to use the lessons of experience to meet the challenges headed your way.

Do you work for a toxic Boss? Built on research from the Center for Creative Leadership(R) Toxic Boss Project and written with a blend of humor as well as serious tips, this Guide identifies the six most common types of toxic bosses, describes the mindset you need to endure, and outlines a tactic-rich approach based on wilderness survival principles

Conflict is inevitable, in everyday life and especially in today's increasinglynonhierarchical organizations-in the workplace. So what has always been a key leadership skill, conflict resolution, has become even more critical. But too often, leaders receive little formal training in conflict resolution, and they struggle just to manage the simplest interpersonal conflicts. By using the lessons of this book, readers will be able to apply a thorough, proven method-summarized in ten steps-for resolving conflicts. Following these steps, leaders can analyze a conflict and move toward its resolution with more assurance of a positive outcome for everyone involved.

Effective feedback, whether for your boss, peers, or direct reports, is built around three ideas. One, focus on the situation. Two, describe the other person's behavior you observed in that situation. And third, describe the impact that behavior had on you. The result is a message that is clear and that can inspire action and productive change.

Effective feedback, whether for your boss, peers, or direct reports, is built around three ideas. One, focus on the situation. Two, describe the other person's behavior you observed in that situation. And third, describe the impact that behavior had on you. The result is a message that is clear and that can inspire action and productive change.