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The Language of Leaders

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en Limba Engleză Paperback – 03 Apr 2013
Inspiring communication can make the difference between poor performance and exceptional results. This is why CEOs and HR professionals now believe that the ability to understand, motivate and inspire others is the characteristic that is most important when recruiting senior leaders. Many leaders wrongly perceive they have to become inspired orators if they are to inspire others. Wrong. Language is a system of communication, so the issue is: what system should leaders use to inspire brilliant results? This is the question Kevin Murray answers in The Language of Leaders. Based on original interviews with an extraordinary list of more than 70 top leaders from a wide range of business and public sector organizations, this book provides a unique insight into how these leaders have responded to the demands of a transparent world. It reports on what they have learned and creates a lexicon for successful communication. The message from these leaders is resoundingly clear - communication is now one of the most crucial skills of leadership. Filled with actionable lessons and insights from leaders of high-profile organizations, The Language of Leaders is an invaluable book for anybody in a leadership position, or who aspires to lead.
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Specificații

ISBN-13: 9780749468125
ISBN-10: 0749468122
Pagini: 270
Dimensiuni: 144 x 246 x 15 mm
Greutate: 0.41 kg
Ediția: 2. Auflage.
Editura: Kogan Page

Cuprins


Foreword  
Thanks  

Introduction: communicate to inspire 

Part One Why you need to be a better communicator if you want to lead  
01 Napoleon’s leadership legacy  
The shots that echo through time  
‘Create leaders everywhere!’  
The importance of understanding the commander’s intent  
Communication is the glue that binds strategy and delivery together  
Keep it simple  
Free people up with a tight framework  
Stand up for what you believe in  
Key points from Chapter 1  

02 Leadership transformed – life in the fishbowl  
Perpetual communication  
The questions that really matter  
The new partnership driving transparency  
Stories evolve at an incredible pace
Internal e-mails can be very public  
Most leadership communication is not fit for purpose  
Businesses are like open democracies  
Leaders must create leaders  
Radical transparency needs radical thinking  
Key points from Chapter 2  

03 The 12 principles of leadership communication  
Be yourself, better  
Mission and values
Future focus  
Bring the outside in  
Engage through conversations  
Audience centricity  
Listening  
Point of view  
Stories and anecdotes  
Signals  
Prepare properly for public platforms  
Learn, rehearse, review, improve  

Part Two The fundamentals  
04 Learn to be yourself, better  
What followers want from leaders  
What do leaders want from the leaders they hire?  
Talking from the heart
Be visible, be human and be straight
To be seen as a hero, you have to be a hero
All-round authenticity  
Have the confidence to be you  
Know your strengths to be yourself better  
How do you go about identifying your values and mission?  
A springboard to action, a leadership platform  
The need for emotion in business  
Key points from Chapter 4  

05 Provide a framework for leadership and action, through mission and values  
Values build trust  
Why people love a motivating mission  
Employees want a good mission statement  
Employees need to feel part of the story  
The need to raise people’s sights  
Externally, a purpose wider than profit is needed  
Be an engine of progress for humankind  
Involve everyone in your mission  
Reputations at risk  
The need for speed and the need to create leaders  
Three examples of mission and values at work  
Make sure the values resonate  
In the public sector, purpose and values are all-important  
The value of values  
Key points from Chapter 5

06 Communicate the future to drive the present 
To talk about the future, you have to be very clear about the future  
Back to the future, over and over  
Keep people engaged in the future  
Your future must embrace all stakeholders  
Four examples of how leaders bring mission, values, vision and goals together  
Bring to life the customer’s experience  
Key points from Chapter 6

07 Bring the outside in and focus on building relationships and trust  
Loss of your ‘licence to operate’  
Managing the intangible asset of relationships  
The virtuous circle in relationships
The real value of trust 
Watch out for the reputation gap  
The three dimensions of trust  
Why leaders need to inject more character into their communication  
The health warning on building trust  
How to unlock the value in relationships  
Tuning in to the court of public opinion  
Get your hands dirty  
If need be, actually bring the client in  
The customer experience brings the vision alive  
How to develop quivering antennae  
But what do I do with the insights?  
Key points from Chapter 7  

08 Engage and align through conversations
What is an engaged employee?  
Myth: ‘People are our only asset’  
Engagement at the heart of strategy  
Choice, not change 
The ingredients of engagement  
Measure and monitor engagement  
Input equals buy-in  
Don’t dominate the conversation  
If communication is so important, where is the training? 
Key points from Chapter 8  

Part Three Communicate, communicate, communicate  
09 It’s all about them – the need for audience centricity
It’s not what you say; it’s what they hear  
What do you want them to think, feel and do?  
Don’t change the message; change the way you deliver it  
How audience centricity helped to establish Canary Wharf  
The story of the privy  
How to think about your audience 
Key points from Chapter 9

10 The inspiring effect of listening leaders  
Be interested, be respectful and be patient
What stops effective listening?  
Listen with your eyes, ears and heart  
Listen for solutions  
Why leaders should be passionate about bad news  
Leaders can listen in different ways  
When you listen, you must respond  
The killer questions leaders should ask  
Good listening + a bias to action = results  
Key points from Chapter 10

11 Stand up to stand out – why you need a point of view  
Using a point of view to take a stand
Why you need an answer that works instantly  
The corrosive effect of not taking a stand  
What makes a good point of view?  
Key points from Chapter 11  

12 The power of stories  
Stories tell us great truths
Logic gets to the brain, stories get to the heart  
The difference between a story and a narrative  
The four types of business stories  
Good stories are easy to find and easy to tell  
Choosing the right story  
One simple story can achieve more than a volume of rules  
Key points from Chapter 12  

13 Watch out for the undermining signals beyond the words  
It’s written on your face  
People watch your body language too  
When being visible is the message
Model the behaviours you want
The meaning between the lines  
Symbolic acts send lasting messages  
Speaking off the cuff
Key points from Chapter 13  

14 Prepare properly for public platforms  
Get the right training and do the right preparation  
Remember, every word counts  
Simple messages repeated often
Top tips for dealing with the media
The essence of good presentations and speeches  
Communicating in a crisis  
And what about the web and social media and Twitter and...?  
Key points from Chapter 14 

Part Four Conclusion 
15 Learn, rehearse, review, improve; become fluent in the language of leaders
A top-three skill of leadership, yet sadly neglected  
Strive to be an excellent communicator, and you will improve results

16 Leadership in the public sector – is it different?  
Inspired by (and inspiring about) making a difference
Results of a study on differences in leadership traits  
More similarities than differences
The myths of poor public sector leadership
More focus on purpose and values  
Dealing with the complex relationships
The need for collaboration is driving change 

17 If you remember nothing else… 

18 Your cut out and keep guide to being inspiring  

19 The tough questions all leaders need to ask of themselves  
Are you an inspiring leader and communicator? 
Meet the leaders interviewed for this book 

Index

Recenzii

Praise for the previous edition:

"The radical transparency of a fast changing digital world means there has never been a more critical time for business leaders to be more inspiring communicators...the book examines how leaders must now communicate in order to inspire, influence and achieve results...[and] presents a rare insight into the leadership demands of the modern age." --Chime Communications 

"...The Language of Leaders explains why leadership has changed and why communication matters, largely in the context of multiple channels for communication, the digital age, the requirement for transparency and the fact that communication can now be instant...This book has lots of stories and anecdotes...illustrating the concepts and principles of leadership. In short, Murray has followed the novelist creed of show, don't tell." --Elizabeth Harrin

"Murray offers an especially crisp and concise description of inspiring leaders who make us want to achieve more." --Robert Morris
"Mr. Murray has offered up far more than he promised. In an easy to read story-telling fashion, the author sticks to his main topic…he identifies the critical issues leaders should be communicating and why…The book comes together beautifully in a well written exposé of the importance of leadership." 
--John Bell, CEO Afterlife  

"...for a public relations student the content is excellent: communications based on transparency, authenticity and relationship-building, and there is an abundance of applied examples that could be useful in their study." --Goodreads 

"When it comes to stories, Murray really practices what he preaches, using great quotes and stories to make his points." --Jeff Porro, Tough Talk for Hard Times


Notă biografică


Kevin Murray
is the Chairman of the Good Relations Group, the Public Relations Division of Chime Communications. He was previously the Chairman of Bell Pottinger, one of the UK's leading PR agencies with 20 offices worldwide, including New York and Washington DC. He was previously the Director of Communications for British Airways and is a former national newspaper journalist, magazine publisher and marketing director.