Everyone has blind spots. The purpose of Hacking Leadership is to equip leaders at every level with an actionable framework to identify blind spots and close leadership gaps. The bulk of the book is based on actionable, topical leadership and management hacks to bridge eleven gaps every business needs to cross in order to create a culture of leadership: leadership, purpose, future, mediocrity, culture, talent, knowledge, innovation, expectation, complexity, and failure. Hacking Leadership offers a fresh perspective that makes it easy for leaders to create a roadmap to identify, refine, develop, and achieve their leadership potential--and to create a more effective business that is financially solvent and professionally desirable.
“The author’s style of writing is what gives this book its distinctive quality. For example, rather than simply stating that leadership is important to business success, the author boldly asserts: “Businesses don’t fail, projects don’t fail, and products don’t fail – leaders fail” The phrasing in this book appears to be chosen very carefully to make the reader pause and reflect on its meaning.”— Emerald Insight
“This is a book that will challenge you to consider your current practices. It will push you to think differently and it will make you a bit uncomfortable with your answers to some of the questions posed.” — Kevin Eikenberry
“All leaders have blind spots which they aren't aware of and these results in gaps in leadership. While not all gaps will have a major impact on how you function as a leader, some do and so it's important to know how to identify these and become aware of self imposed limitations and perceptual biases that you may have.” — The Economic Times
“As the world becomes increasingly complex and business owners face more pressures than ever before, leadership advice hasn’t really changed. That’s why Mike Myatt, a leadership advisor to Fortune 500 CEOs and author of new book “Hacking Leadership,” set out to provide shortcuts that would simplify the complexities of building a successful business.” — Business Insider
This is a classic book that delves into the nifty gritty that is involved in leadership. Being a book that is an update of its previous editions, it is a modern approach that includes the modern leadership methods and the attributes that a leader requires to be successful in the 21st
In his 20-plus years at General Electric, Welch transformed a mature manufacturing company into an outstanding products-and-services juggernaut. He increased the value of the company more than 30 times over. He achieved all of this by defying some of GE's most venerated traditions (for example, by making hundreds of acquisitions), by
Leadership is easy to intellectualize, but elusive to actualize. Leadership is part strategy, but mostly judgment. Always it is about grace, confidence, and touch. There are no half measures when it comes to leading others. You must be fully engaged and fully committed, but you must never personalize what is happening
The Summary of Agile Leadership: A Leader’s Guide to Orchestrating Agile Strategy, Product Quality and IT Governance by Tony Adams presents the philosophy behind Agile Framework for software development. The author, Tony Adams, consciously and clearly illustrates how to use the framework. He discusses how to assure product quality while aiming
Too many companies are managed not by leaders but by mere role players and faceless bureaucrats. What would it take to replace these empty suits with real leaders—men and women who are confident in who they are and what they stand for and who truly inspire people to achieve extraordinary results? Rob
Rate yourself as a leader currently—not your leadership potential—on a scale from 1 to 10, with 1 representing the worst and 10 being the best. Put yourself in the shoes of those who rated you—how impassioned and motivated would you be to awaken each morning to go to work for a leader who rates somewhere between 4 and 6?
Most people use their knowledge and resources to acquire things which satisfy their personal desires, which in their minds constitute success. Contrast this with the leaders who use these resources and knowledge to serve and benefit others, which constitutes significance.
It is difficult to think of any great leader or organization where purpose is misunderstood or lacking. A shared purpose is what fuels leaders, attracts talents, and creates a sustainable culture of leadership. A unified purpose can endure all things.
Attempting to define the organizational purpose without asking “why” is like trying to start your engine without placing the key in the ignition, it won’t work. Smart leaders always start with why.
Leadership is the business of articulating vision (why), and then aligning people (who) with said vision—these are the two key strategic elements of leadership (leadership + purpose + people = culture).
Leadership is influencing the thoughts and actions of others so that individual interests are aligned with business interests.
Everything in business begins and ends with leadership. Hire leaders, develop them to become better leaders, and teach them to repeat the process.
Good leaders view all employees as key, and great leaders don’t label people as high potentials—they ensure people achieve their potential.
An aligned vision based on clearly stated values and the character to hold people accountable to values over outcomes creates a high trust culture.
Conflict and challenge are part of change. When leaders engage people with stimulating and probing conversation they learn and grow.
The most stable leaders understand that their success is rooted in the care and well-being of those they lead. When those you lead know you care, it creates a sense of trust and stability not found in more mercenary and callous leaders.
Performance is always tied to your preparation. Training, development, and life-long-learning are cornerstones of stable leadership.
Great leaders stand behind what they believe. Compromise can yield significance and benefits, but your value system, your character, or your integrity should never be compromised.
If the people you lead are afraid to make mistakes, you will never see their best work. You will lead them to perpetual state of mediocrity. Smart leaders make it save for people to think big, try new things, and take risks.