Download A Leader's Legacy by James M. Kouzes PDF

By James M. Kouzes

During this provocative e-book, management specialists and authors of the best-selling The management problem, Jim Kouzes and Barry Posner tackle a different problem and discover the query of management and legacy. Kouzes and Posner learn in twenty-two chapters the severe questions all leaders needs to ask themselves which will depart a long-lasting effect. those strong essays are grouped into 4 different types: importance, Relationships, Aspirations, and braveness. In each one essay the authors think about a thorny and infrequently ambiguous factor with which today’s leaders needs to grapple issues—such as how leaders serve and sacrifice, why leaders want loving critics, why leaders probably want to be beloved, why leaders cannot take belief without any consideration, why it’s not only the leader’s imaginative and prescient, why failure is often an choice, why it takes braveness to “make a life,” easy methods to release the chief in each person, and finally, how the legacy you permit is the lifestyles you lead.

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You don’t love someone because of who they are,” he said, “you love them because of the way they make you feel. ” Many students looked a little bewildered by these comments. The word love coming from the mouth of a CEO and venture capitalist must have come as quite a surprise. c07 6/21/06 9:49 AM Page 57 Leaders Should Want to Be Liked in their companies or their classrooms. Indeed, Irwin acknowledged how unusual it was. “It may seem inappropriate to use words such as love and affection in relation to business.

Once a week or so he would sit down with me and talk about the way he saw the world. . He used me as an audience, and in the process he demonstrated how to think. He talked about the same subject over and over again until it clicked. . 1 As Peter implies, one of the things that leaders do is to mentor and teach. c02 6/21/06 9:47 AM Page 23 The Best Leaders Are Teachers learning. Not all leaders see it this way, but the very best do. Each and every interaction you have with your associates can be framed as a learning opportunity for them— and for you.

We all talk about people when they’re not around, and others will talk about us when we’re not around. The obvious question is, What will they say? This should make each of us wonder about a few things. • What lessons am I teaching in each interaction I have? The “moral of the story” may be obvious, but what else am I teaching? Am I even aware of it? • What stories will others tell about me in the future? What will others learn from those stories? What’s the legacy that’s being passed along? What’s the legacy I want to pass along?

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