New Summary posted! The Future-Proof Workplace by Linda Sharkey and Morag Barrett

111928757XNobody can really be sure what tomorrow will bring — what game-changing technology, history-shaping demographic shifts or unanticipated market forces will emerge or how they’ll impact the way we work and lead. But, what we do know for certain is that the future will be different from what we’ve known; it’s already taking shape right before our eyes, and if we don’t prepare for it now, we can surrender any hope of our organizations surviving or thriving tomorrow. In The Future-Proof Workplace, you’ll discover how emerging technologies and advances in neuroscience research are toppling 20th-century organizational paradigms and transforming the way we work. And you’ll find out how yesterday’s biases are being replaced by tomorrow’s values, culture and relationships. In addition, you will learn to look deep into the heart of your company to determine if it’s ready and willing to adapt to the purpose-driven business paradigm of the future. You’ll gain powerful insights into the new organizational models that are coming into being at the most successful, forward-thinking companies worldwide. And you’ll learn to identify and seize the bold, new opportunities that 21st-century organizational structures will offer.

IN THIS SUMMARY, YOU WILL LEARN:
• How to assess and reshape your company for tomorrow’s challenges, today.
• The six factors of change that must be addressed to remain competitive.
• How to adjust your leadership style for the 21st century.
• How to embrace technology rather than shying away from it

New Executive Summary: Executive Presence by Sylvia Ann Hewlett

Executive-Presence-280Do you exude confidence and credibility? Can you command a room? Sylvia Ann Hewlett, one of the world’s most influential business thinkers, cracks the code of Executive Presence (EP) for men and women intent on winning the next plum assignment and doing something extraordinary with their lives. You might have the qualifications to be considered for your dream job, but you won’t get far unless you can signal that you’re “leadership material” and that you “have what it takes.” Professionals are judged on presence as well as on performance. Using a wealth of hard data, Hewlett reveals EP to be a dynamic mix of three things: how you act (gravitas), how you speak (communication) and how you look (appearance). Executive Presence is immensely practical. Hewlett teases out tactics that can help you raise your game and close the gap between merit and success. She offers the unvarnished advice you won’t get from supportive friends and tackles head-on such touchy subjects as too-tight clothing and too-shrill voices. She shows how the standards for EP vary for men, women, multicultural and LGBT employees, and she shares how to get meaningful feedback from politically correct bosses intent on avoiding the real issues. With hard facts and vivid examples, Hewlett shows you how to ace EP and fully realize your unique potential — no matter who you are, no matter where you work.

IN THIS SUMMARY, YOU WILL LEARN:

• Why gravitas is the core characteristic of executive presence.
• The six key elements of communicating with executive presence.
• How to balance authenticity with conformity in the business world, no matter who you are.

New Summary: The High-Potential Leader by Ram Charan with Geri Willigan

HighPotentialLeader_3D-838x1024How to Grow Fast, Take on New Responsibilities, and Make an Impact

Companies need a new kind of leader to meet the enormous challenges of today’s fast-moving business world. Whether you have potential to step up and lead or are charged with finding those who can, The High-Potential Leader is your authoritative guide. Known for his coaching work with many of the world’s leading CEOs, bestselling author Ram Charan explains how “hipos” can know who they are, create their individual path and accelerate their growth. The book also helps top management and human resource professionals cultivate in their hipos the skills, judgment and mental capacity needed at the highest levels. This hands-on guidebook contains practical advice for making daily progress toward running a large team, business unit or company, a framework for deciding when and how to make job changes that speed up development and firsthand examples and lessons learned from top leaders around the world in a variety of industries.

IN THIS SUMMARY, YOU WILL LEARN:
• To build the skills and capabilities you need to be a high-potential leader.
• When to make big moves that will get you ready and battle test you.
• How to redefine leadership potential.
• How to rethink your role in supporting high-potential leaders.

Radical Candor by Kim Scott

Image result for radical candor kim scottFrom the time we learn to speak, we’re told that if you don’t have anything nice to say, then don’t say anything at all. While this advice may work for everyday life, it is, as Kim Scott has seen, a disaster when adopted by managers. Scott earned her stripes as a highly successful manager at Google and then decamped to Apple, where she developed a class on optimal management. She has earned growing fame in recent years with her vital new approach to effective management, the “Radical Candor” method. Radical Candor is the sweet spot between managers who are obnoxiously aggressive on one side and ruinously empathetic on the other. It’s about providing guidance that involves a mix of praise as well as criticism — delivered to produce better results and help employees achieve. Great bosses have strong relationships with their employees. Radical Candor offers a guide for those bewildered or exhausted by management, written for bosses and anyone who has a boss.

IN THIS SUMMARY, YOU WILL LEARN:
• How to build radically candid relationships with your team members.
• How to get, give and encourage guidance.
• Techniques for avoiding boredom and burnout on your team.
• Things you can do to get stuff done together — faster.
• Understand why radically candid relationships with your employees will allow you to get the results you want.

How to Manage Mavericks, Cynics, Divas and Other Difficult People

ihwx.fc9b05df-dddb-4c29-a399-330c78377c64.200.175The control-freak, the narcissist, the slacker, the cynic… Difficult people are the worst part of a manager’s job. Whether it comes from direct reports or people above, outbursts, irrational demands, griping and other disruptions need to be dealt with –– and it’s your responsibility to do it. Leading the Unleadable turns this dreaded chore into a straightforward process that gently yet effectively improves behaviors. Written by an insider in the tech industry, where personality issues routinely wreck projects, Alan Willett reveals a core truth: Most people actually want to contribute results, not cause headaches. Once you realize the potential for change, the Willett’s simple steps and examples explain how to right even the most hopeless situations. You’ll learn how to master the necessary mindset; explain the problem calmly in a short feedback session; get a commitment to change and follow up; coach others to replicate the process; and develop the situational awareness required to spot trouble even earlier in the future. Every manager has “problem people.” What sets great managers apart is how they turn them into productive team players. Prepare to transform the troublesome into the tremendous.

IN THIS SUMMARY, YOU WILL LEARN:
• What it means to accept the call of exceptional leadership.
• How to take action and follow through with troublesome employees.
• Key criteria for deciding whether to remove or improve an employee.
• How to prevent problems by setting the bar high.

How Leaders Accelerate Successful Execution

SpeedSpeed
by John H. Zenger and Joseph R. Folkman

During the last few decades, speed has increased dramatically in daily business activity. Speed in business is partly a reflection of the increase in speed in every area of modern life. In order to stay competitive and profitable, companies must improve the speed at which they operate and make crucial decisions. Today, competition is fiercer than ever as companies all over the world vie to be the first to market new products and services. The first-to-market advantage nearly always results in a dominant share of that market. But, can an organization move quickly if its leaders and professionals move slowly? Drawn from extensive data and field research, Speed reveals eight essential behaviors that anyone can adopt to improve speed and drive organizational effectiveness.

Leadership experts Jack Zenger and Joe Folkman share valuable insights gleaned from one million 360-degree feedback assessments of more than 75,000 leaders. Repeatedly, speed was shown to be a powerful predictor of a leader’s effectiveness. As the authors demonstrate, speed is produced not by frantic activity but by skillful execution of several key behaviors. Step by step, they show how to increase your own speed, anticipate trends and be more productive. Speed gives you a much-needed competitive advantage in business and in life.

IN THIS SUMMARY, YOU WILL LEARN:
• How to overcome “speed bumps,” challenges and obstacles.
• Tactics and strategies for speeding up critical elements of your day.
• Quicker, more effective communication.
• Behaviors that increase speed and spark innovation in yourself and others

Upcoming Webinar 2/1: Learn the 7 Key Behaviors of an Extraordinary Leader

Image result for courtney lynch author spark

The 7 Key Behaviors of an Extraordinary Leader

Date: Thursday, February 2nd
Time: 1:00 PM ET
Speaker: Courtney Lynch


*This webinar is free for subscribers. Click here to register or become a Soundview subscriber today to take advantage of this exclusive member-benefit (Save 15% if you subscribe today!).


Leadership isn’t about a job title – it’s about action and behavior. In this Soundview Live webinar, The 7 Key Behaviors of an Extraordinary Leader, business consultant and military Veteran Courtney Lynch shows how anyone can become an extraordinary leader by embracing seven key behaviors.

What You’ll Learn:

  • What makes someone a Spark leader.
  • The 7 key behaviors of an extraordinary leader.
  • How to identify potential Spark leaders in your organization.
  • The transformation that can take place when a Spark is ignited.

Learning Leadership by James M. Kouzes and Barry Z. Posner

1119144280Leadership is a set of abilities, and like any other skill set it can be learned and improved. Becoming an exemplary leader isn’t easy. It takes self-belief, aspiration, grit, support and deliberate practice. Learning Leadership delivers the concrete framework and practical steps for building exemplary leaders for today’s and tomorrow’s challenges. Whether you’re an experienced leader or someone new to the role, this comprehensive guide offers evidenced-based strategies for taking charge of your own leadership development and unleashing the leader within. Based on more than 30 years of research, with data from more than 70 countries, this insightful treatment on learning explores the fundamentals of becoming an exemplary leader and presents a solid foundation on which to strengthen and expand leadership skills. For those in roles of mentoring and coaching people, the practical and proven framework in this resource enables you to develop leadership potential in the emerging leaders with whom you work. An exemplary leader must master many skills, but one of the most important is the ability to learn. Learning Leadership challenges you to do the meaningful and disciplined work necessary to becoming the best you can be.

IN THIS SUMMARY, YOU WILL LEARN:
• Authoritative explanations on what’s inhibiting leadership development.
• To take initiative for your own leadership development.
• The most critical leadership skill is the ability to learn.
• The first thing you need to learn in leadership is who you are.

12 Qualities Your Next Chief Data Officer Should Have (continued)

12 Qualities Your Next Chief Data Officer Should Have Infographic

by 

7. Be Technology Savvy and Understand the Latest Trends

A CDO deals with both the IT as the business aspects of Big Data and should, therefore, understand the concepts of data mining, artificial intelligence, machine learning, data modeling and data governance. Not only from the business perspective, but also from the IT perspective. In addition, the world of big data changes rapidly and new big data trends constantly emerge; he or she should, therefore, remain up-to-date with the latest trends.

8. Be Open to Input from Others

The CDO should not be the only one calling the shots. Of course, when a decision needs to be made on important, company-wide projects, the CDO should, together with the rest of the board, make the decision. However, a CDO should also empower his/her employees to make their own decisions within their projects. The Chief Data Officer should give control to his or her staff and should avoid micro-managing them.

9. Be Customer-Driven

When dealing with Big Data, organizations should take the customer into account in everything they do. This human-centered approach is vital. When projects are developed based on the actual needs of the customer, the chances of success are a lot higher. In addition, when developing big data projects, the CDO should ensure that the customer does not become the victim in terms of lost privacy and should ensure that the customer’s privacy is protected.

10. Be Security Driven

My vision is that all organizations will be hacked and if you are not being hacked, you are simply not important enough as an organization. Therefore, a CDO should have a strong security focus. As a CDO, the starting point should be that you will be hacked and if that’s the case, how do you prevent that hackers get access to any personal data or important company data or systems. A CDO should enforce the right security processes, implement the right encryption measures and use right IT Operations Analytics tools to detect attacks in real-time.

11. Be a Visionary Leader

A CDO needs to have a vision where he/she wants to bring the company to in the next 5-10 years. As mentioned Big Data projects take a lot of time to be completed and a strong and clear vision will help to complete the projects in the right way.

12. Be a Change Manager

Big data requires a culture change within the organization. Moving to a data-driven and information-centric culture is difficult as people have a natural inertia to change. Therefore, the Chief Data Officer should be a strong change manager, who is capable of changing people’s behavior within the company.

*This article was featured in our Leadership Newsletter series. To sign up for this free publication, click here.

Be the Boss Everyone Wants to Work For

51dzn4smhhl-_sx322_bo1204203200_You’ve been promoted to leadership — congratulations! But it’s nothing like your old job, is it? William Gentry says it’s time to flip your script. We all have mental scripts that tell us how the world works. Your old script was all about “me”: standing out as an individual. But as a new leader, you need to flip your script from “me” to “we” and help the group you lead succeed. In Be the Boss Everyone Wants to Work For, Gentry supports and coaches you to flip your script in six key areas. He offers actionable, practical, evidence-based advice and examples drawn from his research, his work with leaders, and his own failures and triumphs of becoming a new leader. But this book is more than a series of best practices — it’s your guide to internalizing a leader’s perspective. Gentry helps you flip your script so you’ll know what to do to help yourself and the team you lead succeed. That’s the kind of boss everyone wants to work for — and the kind of boss who accomplishes the most. Get started flipping your script, and become the kind of boss everyone wants to work for.

IN THIS SUMMARY, YOU WILL LEARN:

• Why becoming a new leader brings a sea change in roles and expectations.
• The six ways you can “flip your script” to become a boss everyone wants to work for.
• The importance of non-verbal communication among leaders.
• How to adjust to new relationships with subordinates and teams.
• How to gain a leader’s perspective and develop and focus on others.