Leading with Uncommon Sense: Slowing down, Looking Inward, Taking Action
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | Management, Change, Strategy and Positive Leadership Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (179 pages) |
| ISBN: | 9783030419714 |
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| 505 | 8 | |a Intro -- Acknowledgments -- Contents -- Chapter 1: Introduction -- The Practice -- Pause -- Introspect -- Common Traps and Tools to Avoid Them -- Questions and Reminders -- What Is Out of my Awareness? -- What Are My Emotions Telling Me? -- Am I Neglecting Identity Differences? -- Am I Too Sure? -- Limitations of Introspection -- Act -- Adopting a Learning Stance -- The Difficulty in Taking a Learning Stance -- Overview of the Book -- Chapter 2: Pause -- Chapter 3: Be Humble -- Chapter 4: Be Emotional -- Chapter 5: Be "Impolite" -- Chapter 6: Be Uncertain -- Chapter 7: Act -- Chapter 8: Conclusion-Going Forward -- About this Book -- References -- Chapter 2: Pause -- An Uncommon Leadership Idea: Pause -- Pausing: Being Choiceful About Our Attention -- Resources for Pausing -- In-the-Moment Pausing -- Take a Breath -- Move -- Give Yourself Time -- Planned, Proactive Pausing -- During Day-to-Day Work -- Schedule Pauses -- Locate Prompts in Your Environment -- Pause in Anticipation -- Pause After the Fact -- Seek Genuine Support -- Outside of Daily Work -- Meditation -- Solitude and Silence [17] -- Sleep -- Life Changes -- You're Not Alone -- Relationships: Build Your Network for Genuine Support -- Organizational Systems -- Conclusion -- References -- Chapter 3: Introspect: Be Humble -- An Uncommon Leadership Idea: Be Humble -- The Power of a Picture: The Johari Window -- Who's in Control? -- A Peek Inside Our Brains -- Problems with Our Efficient Brains -- Perception -- Memory -- Decision-Making: Using Shortcuts -- Using Only the Obvious Information -- Over-Relying on Previous Experiences -- Limiting the Possibilities -- Not Questioning Our Gut -- Building Capacity -- Know the Science -- Meditation -- Sleep -- Resources for Humility Introspection -- Check Your Perceptions -- Question Your Memory -- Examine Your Decision-Making | |
| 505 | 8 | |a Track Behavior Patterns -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 4: Introspect: Be Emotional -- An Uncommon Leadership Idea: Be Emotional -- The Power of a Picture: The CBT Triangle -- What Do Emotions Do? -- Emotions Shape Our Perceptions and Experiences -- Emotions Are Essential in Decision-Making -- How Do Emotions Work? -- What Are My Assumptions? -- Happiness Isn't Everything -- Am I Contagious? -- And Yes, Emotions Can Cause Problems -- Emotional Intelligence -- Building Emotional Capacity -- Engaging with Our Emotions -- Periods of Calm -- Solitude and Silence -- Emotion Charting -- Emotions in the Body -- Engaging with Our Emotional Thoughts -- Unconscious Thoughts -- Conscious Thoughts -- Self-Talk -- Engaging with Our Emotional Behavior -- Learning to Engage with Emotions Through Literature -- Resources for Emotional Introspection -- Manage the Energy of Your Emotions -- Check Your Perceptions -- Put Emotions on Your Calendar -- Anticipate Your Emotions -- Reflect on Your Emotions -- Meditate -- Sleep -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 5: Introspect: Be "Impolite" -- An Uncommon Leadership Idea: Be "Impolite" -- What Are Social Identities? -- Why Social Identities Matter -- How We Fit in Society -- How We See Others -- 11,000,000 → 16 -- Dangerous Chunks -- Fault Lines -- How We See Ourselves -- Activated Identities -- Stereotype Threat -- Building Social Identity Capacity -- Characteristics of Social Identities -- A Long List -- Fuzzy Definitions -- Fluid -- The Same but Different -- Overlapping and Interacting -- Social Identity Profile -- IAT -- Read a Book -- Crossing Boundaries -- Resources for Impolite Introspection -- Look Through a Social Identity Lens -- Fight Your Stereotypes -- Watch Out for Fault Lines | |
| 505 | 8 | |a Ask Which Identities Are Activated -- Resist Stereotype Threat -- Examine Your Identity Abrasions -- Investigate Your Inaction -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 6: Introspect: Be Uncertain -- An Uncommon Leadership Idea: Be Uncertain -- The Power of a Picture: The Ladder of Inference -- Our Certain Brains -- Becoming Certain -- Staying Certain -- The Costs of Certainty -- Building Uncertainty Capacity -- Feel the Tug Toward Certainty -- Resist and Embrace -- The Uncertain Expert -- Certainty and Social Identities -- Resources for Uncertainty Introspection -- Diagnose Your Decision-Making -- Salience -- Causality -- Wholeness -- Resolution -- Monitor your Self-Talk -- Use Personal Experiences: Unplanned and Planned -- You're Not Alone -- Your Relationships -- Your Organization -- Evidence -- Practices -- Development Opportunities -- Organizational Culture -- Conclusion -- References -- Chapter 7: Act -- The Need for Action -- Uncommon Principles for Action -- Be Consciously Powerful -- Roles and Relationships -- Timing and Location -- Decision-Makers -- Be Impolite -- Name It -- Discuss the Undiscussable -- Embrace Disagreement, Even Conflict -- Be Assertive -- Distrust Yourself -- Behave as if You Believe It -- Use Checklists -- Find the Third Story -- Adopt the Outside Perspective -- Proact -- Re-act -- Go to Sleep -- Conclusion -- References -- Chapter 8: Conclusion: Going Forward -- Developing Uncommon Habits -- How Habits Work -- The Habit Loop -- Habits in Action -- Breaking Common-Sense Leadership Habits -- You're Not Alone -- Commencement -- Lucia's Case: Part 1 -- Lucia's Case: Part 2 -- Lucia's Case: Part 3 -- Lucia's Case: Part 4 -- Good-bye -- References -- Index | |
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| contents | Intro -- Acknowledgments -- Contents -- Chapter 1: Introduction -- The Practice -- Pause -- Introspect -- Common Traps and Tools to Avoid Them -- Questions and Reminders -- What Is Out of my Awareness? -- What Are My Emotions Telling Me? -- Am I Neglecting Identity Differences? -- Am I Too Sure? -- Limitations of Introspection -- Act -- Adopting a Learning Stance -- The Difficulty in Taking a Learning Stance -- Overview of the Book -- Chapter 2: Pause -- Chapter 3: Be Humble -- Chapter 4: Be Emotional -- Chapter 5: Be "Impolite" -- Chapter 6: Be Uncertain -- Chapter 7: Act -- Chapter 8: Conclusion-Going Forward -- About this Book -- References -- Chapter 2: Pause -- An Uncommon Leadership Idea: Pause -- Pausing: Being Choiceful About Our Attention -- Resources for Pausing -- In-the-Moment Pausing -- Take a Breath -- Move -- Give Yourself Time -- Planned, Proactive Pausing -- During Day-to-Day Work -- Schedule Pauses -- Locate Prompts in Your Environment -- Pause in Anticipation -- Pause After the Fact -- Seek Genuine Support -- Outside of Daily Work -- Meditation -- Solitude and Silence [17] -- Sleep -- Life Changes -- You're Not Alone -- Relationships: Build Your Network for Genuine Support -- Organizational Systems -- Conclusion -- References -- Chapter 3: Introspect: Be Humble -- An Uncommon Leadership Idea: Be Humble -- The Power of a Picture: The Johari Window -- Who's in Control? -- A Peek Inside Our Brains -- Problems with Our Efficient Brains -- Perception -- Memory -- Decision-Making: Using Shortcuts -- Using Only the Obvious Information -- Over-Relying on Previous Experiences -- Limiting the Possibilities -- Not Questioning Our Gut -- Building Capacity -- Know the Science -- Meditation -- Sleep -- Resources for Humility Introspection -- Check Your Perceptions -- Question Your Memory -- Examine Your Decision-Making Track Behavior Patterns -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 4: Introspect: Be Emotional -- An Uncommon Leadership Idea: Be Emotional -- The Power of a Picture: The CBT Triangle -- What Do Emotions Do? -- Emotions Shape Our Perceptions and Experiences -- Emotions Are Essential in Decision-Making -- How Do Emotions Work? -- What Are My Assumptions? -- Happiness Isn't Everything -- Am I Contagious? -- And Yes, Emotions Can Cause Problems -- Emotional Intelligence -- Building Emotional Capacity -- Engaging with Our Emotions -- Periods of Calm -- Solitude and Silence -- Emotion Charting -- Emotions in the Body -- Engaging with Our Emotional Thoughts -- Unconscious Thoughts -- Conscious Thoughts -- Self-Talk -- Engaging with Our Emotional Behavior -- Learning to Engage with Emotions Through Literature -- Resources for Emotional Introspection -- Manage the Energy of Your Emotions -- Check Your Perceptions -- Put Emotions on Your Calendar -- Anticipate Your Emotions -- Reflect on Your Emotions -- Meditate -- Sleep -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 5: Introspect: Be "Impolite" -- An Uncommon Leadership Idea: Be "Impolite" -- What Are Social Identities? -- Why Social Identities Matter -- How We Fit in Society -- How We See Others -- 11,000,000 → 16 -- Dangerous Chunks -- Fault Lines -- How We See Ourselves -- Activated Identities -- Stereotype Threat -- Building Social Identity Capacity -- Characteristics of Social Identities -- A Long List -- Fuzzy Definitions -- Fluid -- The Same but Different -- Overlapping and Interacting -- Social Identity Profile -- IAT -- Read a Book -- Crossing Boundaries -- Resources for Impolite Introspection -- Look Through a Social Identity Lens -- Fight Your Stereotypes -- Watch Out for Fault Lines Ask Which Identities Are Activated -- Resist Stereotype Threat -- Examine Your Identity Abrasions -- Investigate Your Inaction -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 6: Introspect: Be Uncertain -- An Uncommon Leadership Idea: Be Uncertain -- The Power of a Picture: The Ladder of Inference -- Our Certain Brains -- Becoming Certain -- Staying Certain -- The Costs of Certainty -- Building Uncertainty Capacity -- Feel the Tug Toward Certainty -- Resist and Embrace -- The Uncertain Expert -- Certainty and Social Identities -- Resources for Uncertainty Introspection -- Diagnose Your Decision-Making -- Salience -- Causality -- Wholeness -- Resolution -- Monitor your Self-Talk -- Use Personal Experiences: Unplanned and Planned -- You're Not Alone -- Your Relationships -- Your Organization -- Evidence -- Practices -- Development Opportunities -- Organizational Culture -- Conclusion -- References -- Chapter 7: Act -- The Need for Action -- Uncommon Principles for Action -- Be Consciously Powerful -- Roles and Relationships -- Timing and Location -- Decision-Makers -- Be Impolite -- Name It -- Discuss the Undiscussable -- Embrace Disagreement, Even Conflict -- Be Assertive -- Distrust Yourself -- Behave as if You Believe It -- Use Checklists -- Find the Third Story -- Adopt the Outside Perspective -- Proact -- Re-act -- Go to Sleep -- Conclusion -- References -- Chapter 8: Conclusion: Going Forward -- Developing Uncommon Habits -- How Habits Work -- The Habit Loop -- Habits in Action -- Breaking Common-Sense Leadership Habits -- You're Not Alone -- Commencement -- Lucia's Case: Part 1 -- Lucia's Case: Part 2 -- Lucia's Case: Part 3 -- Lucia's Case: Part 4 -- Good-bye -- References -- Index |
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| dewey-full | 658.40920000000006 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048222860 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:27Z |
| institution | BVB |
| isbn | 9783030419714 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033603593 |
| oclc_num | 1159166275 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (179 pages) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Management, Change, Strategy and Positive Leadership Ser |
| spelling | Davi, Wiley C. Verfasser aut Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (179 pages) txt rdacontent c rdamedia cr rdacarrier Management, Change, Strategy and Positive Leadership Ser Description based on publisher supplied metadata and other sources Intro -- Acknowledgments -- Contents -- Chapter 1: Introduction -- The Practice -- Pause -- Introspect -- Common Traps and Tools to Avoid Them -- Questions and Reminders -- What Is Out of my Awareness? -- What Are My Emotions Telling Me? -- Am I Neglecting Identity Differences? -- Am I Too Sure? -- Limitations of Introspection -- Act -- Adopting a Learning Stance -- The Difficulty in Taking a Learning Stance -- Overview of the Book -- Chapter 2: Pause -- Chapter 3: Be Humble -- Chapter 4: Be Emotional -- Chapter 5: Be "Impolite" -- Chapter 6: Be Uncertain -- Chapter 7: Act -- Chapter 8: Conclusion-Going Forward -- About this Book -- References -- Chapter 2: Pause -- An Uncommon Leadership Idea: Pause -- Pausing: Being Choiceful About Our Attention -- Resources for Pausing -- In-the-Moment Pausing -- Take a Breath -- Move -- Give Yourself Time -- Planned, Proactive Pausing -- During Day-to-Day Work -- Schedule Pauses -- Locate Prompts in Your Environment -- Pause in Anticipation -- Pause After the Fact -- Seek Genuine Support -- Outside of Daily Work -- Meditation -- Solitude and Silence [17] -- Sleep -- Life Changes -- You're Not Alone -- Relationships: Build Your Network for Genuine Support -- Organizational Systems -- Conclusion -- References -- Chapter 3: Introspect: Be Humble -- An Uncommon Leadership Idea: Be Humble -- The Power of a Picture: The Johari Window -- Who's in Control? -- A Peek Inside Our Brains -- Problems with Our Efficient Brains -- Perception -- Memory -- Decision-Making: Using Shortcuts -- Using Only the Obvious Information -- Over-Relying on Previous Experiences -- Limiting the Possibilities -- Not Questioning Our Gut -- Building Capacity -- Know the Science -- Meditation -- Sleep -- Resources for Humility Introspection -- Check Your Perceptions -- Question Your Memory -- Examine Your Decision-Making Track Behavior Patterns -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 4: Introspect: Be Emotional -- An Uncommon Leadership Idea: Be Emotional -- The Power of a Picture: The CBT Triangle -- What Do Emotions Do? -- Emotions Shape Our Perceptions and Experiences -- Emotions Are Essential in Decision-Making -- How Do Emotions Work? -- What Are My Assumptions? -- Happiness Isn't Everything -- Am I Contagious? -- And Yes, Emotions Can Cause Problems -- Emotional Intelligence -- Building Emotional Capacity -- Engaging with Our Emotions -- Periods of Calm -- Solitude and Silence -- Emotion Charting -- Emotions in the Body -- Engaging with Our Emotional Thoughts -- Unconscious Thoughts -- Conscious Thoughts -- Self-Talk -- Engaging with Our Emotional Behavior -- Learning to Engage with Emotions Through Literature -- Resources for Emotional Introspection -- Manage the Energy of Your Emotions -- Check Your Perceptions -- Put Emotions on Your Calendar -- Anticipate Your Emotions -- Reflect on Your Emotions -- Meditate -- Sleep -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 5: Introspect: Be "Impolite" -- An Uncommon Leadership Idea: Be "Impolite" -- What Are Social Identities? -- Why Social Identities Matter -- How We Fit in Society -- How We See Others -- 11,000,000 → 16 -- Dangerous Chunks -- Fault Lines -- How We See Ourselves -- Activated Identities -- Stereotype Threat -- Building Social Identity Capacity -- Characteristics of Social Identities -- A Long List -- Fuzzy Definitions -- Fluid -- The Same but Different -- Overlapping and Interacting -- Social Identity Profile -- IAT -- Read a Book -- Crossing Boundaries -- Resources for Impolite Introspection -- Look Through a Social Identity Lens -- Fight Your Stereotypes -- Watch Out for Fault Lines Ask Which Identities Are Activated -- Resist Stereotype Threat -- Examine Your Identity Abrasions -- Investigate Your Inaction -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 6: Introspect: Be Uncertain -- An Uncommon Leadership Idea: Be Uncertain -- The Power of a Picture: The Ladder of Inference -- Our Certain Brains -- Becoming Certain -- Staying Certain -- The Costs of Certainty -- Building Uncertainty Capacity -- Feel the Tug Toward Certainty -- Resist and Embrace -- The Uncertain Expert -- Certainty and Social Identities -- Resources for Uncertainty Introspection -- Diagnose Your Decision-Making -- Salience -- Causality -- Wholeness -- Resolution -- Monitor your Self-Talk -- Use Personal Experiences: Unplanned and Planned -- You're Not Alone -- Your Relationships -- Your Organization -- Evidence -- Practices -- Development Opportunities -- Organizational Culture -- Conclusion -- References -- Chapter 7: Act -- The Need for Action -- Uncommon Principles for Action -- Be Consciously Powerful -- Roles and Relationships -- Timing and Location -- Decision-Makers -- Be Impolite -- Name It -- Discuss the Undiscussable -- Embrace Disagreement, Even Conflict -- Be Assertive -- Distrust Yourself -- Behave as if You Believe It -- Use Checklists -- Find the Third Story -- Adopt the Outside Perspective -- Proact -- Re-act -- Go to Sleep -- Conclusion -- References -- Chapter 8: Conclusion: Going Forward -- Developing Uncommon Habits -- How Habits Work -- The Habit Loop -- Habits in Action -- Breaking Common-Sense Leadership Habits -- You're Not Alone -- Commencement -- Lucia's Case: Part 1 -- Lucia's Case: Part 2 -- Lucia's Case: Part 3 -- Lucia's Case: Part 4 -- Good-bye -- References -- Index Leadership Spelman, Duncan H. Sonstige oth Erscheint auch als Druck-Ausgabe Davi, Wiley C. Leading with Uncommon Sense Cham : Springer International Publishing AG,c2020 9783030419707 |
| spellingShingle | Davi, Wiley C. Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action Intro -- Acknowledgments -- Contents -- Chapter 1: Introduction -- The Practice -- Pause -- Introspect -- Common Traps and Tools to Avoid Them -- Questions and Reminders -- What Is Out of my Awareness? -- What Are My Emotions Telling Me? -- Am I Neglecting Identity Differences? -- Am I Too Sure? -- Limitations of Introspection -- Act -- Adopting a Learning Stance -- The Difficulty in Taking a Learning Stance -- Overview of the Book -- Chapter 2: Pause -- Chapter 3: Be Humble -- Chapter 4: Be Emotional -- Chapter 5: Be "Impolite" -- Chapter 6: Be Uncertain -- Chapter 7: Act -- Chapter 8: Conclusion-Going Forward -- About this Book -- References -- Chapter 2: Pause -- An Uncommon Leadership Idea: Pause -- Pausing: Being Choiceful About Our Attention -- Resources for Pausing -- In-the-Moment Pausing -- Take a Breath -- Move -- Give Yourself Time -- Planned, Proactive Pausing -- During Day-to-Day Work -- Schedule Pauses -- Locate Prompts in Your Environment -- Pause in Anticipation -- Pause After the Fact -- Seek Genuine Support -- Outside of Daily Work -- Meditation -- Solitude and Silence [17] -- Sleep -- Life Changes -- You're Not Alone -- Relationships: Build Your Network for Genuine Support -- Organizational Systems -- Conclusion -- References -- Chapter 3: Introspect: Be Humble -- An Uncommon Leadership Idea: Be Humble -- The Power of a Picture: The Johari Window -- Who's in Control? -- A Peek Inside Our Brains -- Problems with Our Efficient Brains -- Perception -- Memory -- Decision-Making: Using Shortcuts -- Using Only the Obvious Information -- Over-Relying on Previous Experiences -- Limiting the Possibilities -- Not Questioning Our Gut -- Building Capacity -- Know the Science -- Meditation -- Sleep -- Resources for Humility Introspection -- Check Your Perceptions -- Question Your Memory -- Examine Your Decision-Making Track Behavior Patterns -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 4: Introspect: Be Emotional -- An Uncommon Leadership Idea: Be Emotional -- The Power of a Picture: The CBT Triangle -- What Do Emotions Do? -- Emotions Shape Our Perceptions and Experiences -- Emotions Are Essential in Decision-Making -- How Do Emotions Work? -- What Are My Assumptions? -- Happiness Isn't Everything -- Am I Contagious? -- And Yes, Emotions Can Cause Problems -- Emotional Intelligence -- Building Emotional Capacity -- Engaging with Our Emotions -- Periods of Calm -- Solitude and Silence -- Emotion Charting -- Emotions in the Body -- Engaging with Our Emotional Thoughts -- Unconscious Thoughts -- Conscious Thoughts -- Self-Talk -- Engaging with Our Emotional Behavior -- Learning to Engage with Emotions Through Literature -- Resources for Emotional Introspection -- Manage the Energy of Your Emotions -- Check Your Perceptions -- Put Emotions on Your Calendar -- Anticipate Your Emotions -- Reflect on Your Emotions -- Meditate -- Sleep -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 5: Introspect: Be "Impolite" -- An Uncommon Leadership Idea: Be "Impolite" -- What Are Social Identities? -- Why Social Identities Matter -- How We Fit in Society -- How We See Others -- 11,000,000 → 16 -- Dangerous Chunks -- Fault Lines -- How We See Ourselves -- Activated Identities -- Stereotype Threat -- Building Social Identity Capacity -- Characteristics of Social Identities -- A Long List -- Fuzzy Definitions -- Fluid -- The Same but Different -- Overlapping and Interacting -- Social Identity Profile -- IAT -- Read a Book -- Crossing Boundaries -- Resources for Impolite Introspection -- Look Through a Social Identity Lens -- Fight Your Stereotypes -- Watch Out for Fault Lines Ask Which Identities Are Activated -- Resist Stereotype Threat -- Examine Your Identity Abrasions -- Investigate Your Inaction -- You're Not Alone -- Your Relationships -- Your Organization -- Conclusion -- References -- Chapter 6: Introspect: Be Uncertain -- An Uncommon Leadership Idea: Be Uncertain -- The Power of a Picture: The Ladder of Inference -- Our Certain Brains -- Becoming Certain -- Staying Certain -- The Costs of Certainty -- Building Uncertainty Capacity -- Feel the Tug Toward Certainty -- Resist and Embrace -- The Uncertain Expert -- Certainty and Social Identities -- Resources for Uncertainty Introspection -- Diagnose Your Decision-Making -- Salience -- Causality -- Wholeness -- Resolution -- Monitor your Self-Talk -- Use Personal Experiences: Unplanned and Planned -- You're Not Alone -- Your Relationships -- Your Organization -- Evidence -- Practices -- Development Opportunities -- Organizational Culture -- Conclusion -- References -- Chapter 7: Act -- The Need for Action -- Uncommon Principles for Action -- Be Consciously Powerful -- Roles and Relationships -- Timing and Location -- Decision-Makers -- Be Impolite -- Name It -- Discuss the Undiscussable -- Embrace Disagreement, Even Conflict -- Be Assertive -- Distrust Yourself -- Behave as if You Believe It -- Use Checklists -- Find the Third Story -- Adopt the Outside Perspective -- Proact -- Re-act -- Go to Sleep -- Conclusion -- References -- Chapter 8: Conclusion: Going Forward -- Developing Uncommon Habits -- How Habits Work -- The Habit Loop -- Habits in Action -- Breaking Common-Sense Leadership Habits -- You're Not Alone -- Commencement -- Lucia's Case: Part 1 -- Lucia's Case: Part 2 -- Lucia's Case: Part 3 -- Lucia's Case: Part 4 -- Good-bye -- References -- Index Leadership |
| title | Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action |
| title_auth | Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action |
| title_exact_search | Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action |
| title_exact_search_txtP | Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action |
| title_full | Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action |
| title_fullStr | Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action |
| title_full_unstemmed | Leading with Uncommon Sense Slowing down, Looking Inward, Taking Action |
| title_short | Leading with Uncommon Sense |
| title_sort | leading with uncommon sense slowing down looking inward taking action |
| title_sub | Slowing down, Looking Inward, Taking Action |
| topic | Leadership |
| topic_facet | Leadership |
| work_keys_str_mv | AT daviwileyc leadingwithuncommonsenseslowingdownlookinginwardtakingaction AT spelmanduncanh leadingwithuncommonsenseslowingdownlookinginwardtakingaction |