Number of pages: 200
Publisher: McGraw-Hill
BBB Library: Leadership, Communication
ISBN: 978-0-07-146757-5
When we write or speak a message, our egocentrism (interest in personal needs and wants) can cause us to believe that what we intend to convey is what others will interpret. Unfortunately, interpretation and intent don’t always match up. The gap between message sent and message received often determines fear, confidence, comfort, loyalty and motivation to perform at our peak levels. In fact, micromessaging—communicating with other human beings through visual, audible, sublingual means—no doubt predates our ability to speak. We actually read micromessages quite naturally without thinking about them. You might say human beings actually read each other’s micromessages subconsciously. Humans, however, in their evolution have language which jams their radar for interpreting micromessages. Words do make the process of communication easier, but they also make it easy to use prepackaged “word packets” of deception that rarely get challenged. We can use word packets to communicate what we think others need to hear, even though the packet doesn’t remotely represent our genuine feelings or truth.
The challenge of leading leaders arises in a multiplicity of situations and contexts in modern life, but it is particularly present in managing high-talent organizations which have high concentrations of persons whose level of education, skill, wealth, and influence are substantially above the average of the general population.
Leadership Presence is the ability to consistently and clearly articulate your value proposition while influencing and connecting with others. All technical capabilities being equal, presence is what sets true leaders apart. However, this book isn’t just about improving your leadership presence on the surface. It’s about taking it deeper and finding
What happened to disconnect us from our compassionate nature, leading us to behave violently and exploitatively? And conversely, what allows some people to stay connected to their compassionate nature under even the most tiring circumstances? While studying the factors that affect our ability to stay compassionate, Ph.D. Marshall B. Rosenberg was
Questions can elicit information, of course, but they can do much more. Astute leaders use questions to encourage full participation and teamwork, to spur innovation and outside-the-box thinking, to empower others, to solve problems, to build relationships with others. Recent research—and the experience of a growing number of organizations—now points to