Unsecured Ladders: Meeting the Challenge of the Unexpected

Cover......Page 1
Contents......Page 8
Dedications......Page 6
List of boxes......Page 11
List of figures......Page 12
Acknowledgments......Page 14
1.1 What's the big idea?......Page 16
1.3 For whom are we writing this book?......Page 19
1.4 Four areas of leadership choice and challenge......Page 22
1.5 A major issue: why would you want to be a leader?......Page 25
1.6 More challenges......Page 28
1.7 Obligations and key messages......Page 30
1.8 How to use the book......Page 33
1.9 If you read this book: what will you know that you did not know already?......Page 34
2.1 Some preliminary questions......Page 37
2.2 Two sources of the unexpected......Page 38
2.3 How will you respond to the unexpected?......Page 42
2.4 Cumulative consequence explored......Page 44
2.5 Acquiescing in inefficiency......Page 50
2.6 Be on the lookout for signals......Page 56
2.7 Summarizing so far…......Page 58
2.8 An obstacle course......Page 59
2.9 Some more questions......Page 64
3.1 Setting the tone......Page 66
3.2 Awareness, reflection and the management of expectations......Page 68
3.3 Challenge your expectations......Page 72
3.4 Some risks of categorization......Page 75
3.5 Good leadership or good luck?......Page 78
3.6 Check your assumptions......Page 79
3.7 The role of myths and stories......Page 82
3.8 Honor the experts – wherever you find them......Page 87
3.9 Leaders need to focus on solutions rather than on problems......Page 89
3.10 Surfacing your attitudes – some key questions......Page 90
4.1 Any bus can take you there......Page 93
4.2 Doing the groundwork: personal integrity......Page 94
4.3 Managing by exception or merely missing the signals?......Page 98
4.4 Values, attitudes and beliefs......Page 99
4.5 Doing the groundwork: organizational integrity......Page 101
4.6 Doing the groundwork: aligning resources......Page 107
4.7 Seeking signals, telling stories......Page 109
4.8 How you respond to today's unexpected event can help prepare you for tomorrow's......Page 114
4.9 Groundwork in summary......Page 116
4.10 More questions......Page 117
5.1 Formal and informal leadership obligations......Page 119
5.2 The visible professional......Page 121
5.3 Shaping the future: values......Page 122
5.4 Shaping the future: visions and acts of faith......Page 129
5.5 Paradox and unreasonable truths......Page 132
5.6 Some more questions......Page 135
6.1 Different ways of thinking: engagement and commitment......Page 137
6.2 Rational-analytical thinking......Page 138
6.3 Imaginative-emotional thinking......Page 144
6.4 Toolkits and snakepits......Page 146
6.6 How well do you know your business?......Page 149
6.7 How well do you know your people?......Page 154
6.8 How well do you know your stakeholders?......Page 159
6.9 Building commitment......Page 161
6.10 Integrated thinking: leadership and trust......Page 162
7.1 Keeping in touch with the external context......Page 165
7.2 The external context: 2015?......Page 168
7.3 The external context – competitors and suppliers......Page 174
7.4 Sensitivity to external signals......Page 175
7.5 Keeping in touch with the internal context: process......Page 178
7.6 Representations of the internal context......Page 179
7.7 Stuff goes right on happening......Page 184
7.8 Making changes that work......Page 185
7.9 Pulling the threads together......Page 189
8.1 By way of introduction......Page 194
8.2 Make time for reflection......Page 195
8.3 Hold up and look into the mirror......Page 196
8.4 Check the tone of your organization......Page 197
8.5 People......Page 198
8.6 Make changes that work......Page 199
8.7 Articulate the changing context......Page 201
8.9 Articulate your values and your touchstones......Page 202
Notes......Page 204
C......Page 207
M......Page 208
T......Page 209
W......Page 210