- Taschenbuch: 384 Seiten
- Verlag: Crown Business; Auflage: Reprint (27. Dezember 2011)
- Sprache: Englisch
- ISBN-10: 030746170X
- ISBN-13: 978-0307461704
- Größe und/oder Gewicht: 13,2 x 2 x 20,3 cm
- Durchschnittliche Kundenbewertung: 2 Kundenrezensionen
- Amazon Bestseller-Rang: Nr. 71.729 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
How Remarkable Women Lead: The Breakthrough Model for Work and Life (Englisch) Taschenbuch – 27. Dezember 2011
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"How Remarkable Women Lead offers some interesting ideas, such as learning to frame events in a positive light and to adapt to setbacks with optimism rather than self-doubt and pessimism. But some of the book's interviews with top executives—like Avon's Andrea Jung, Xerox's Anne Mulcahy and former Qantas chairman Margaret Jackson—are long on platitudes and short on the details of how these business leaders handled various challenges."--The Wall Street Journal
"We are always looking for new perspectives on growing great women leaders. How Remarkable Women Lead is a great read, with real insights and actionable ideas! The inspiring stories give an intimate look at how remarkable women really get things done, providing a development model valuable to both women and men. This refreshing and action-oriented book stands out!"
—Susan P. Peters, vice president, executive development and chief learning officer, General Electric
"What makes this book singular and valuable is its wide-lens focus on the personal qualities that lead to exemplary leadership. Don't be taken in by the title: men have as much to learn from this book as women."
—Warren Bennis, distinguished professor of Business Administration and university professor, University of Southern California, and author of On Becoming a Leader
"Here are the stories of amazing women leaders in the context of an imaginative and pragmatic framework that rests on a rich fact base. It puts to rest stereotypes we have about who leaders are and how to lead. The seeds for our future are in here. The new CEO is a woman or a man who is not afraid to drop the John Wayne costume."
—Gary Hamel, author of The Future of Management and Leading the Revolution
"How Remarkable Women Lead is a book that will truly resonate with all women. It is personal, powerful, and revealing and thereby true to how we women live and lead. The storytelling makes this unlike any business book I know; these are people who have faced every challenge imaginable and still made their mark. So truthful, so revealing, it's a book at once inspirational and practical–a unique duality."
—Elizabeth Smith, president, Avon Products, Inc.
"Over the years, I have worked with many remarkable women leaders. I know from personal experience that the talent is there, waiting to be tapped and developed. Investing in women leaders is not only the right thing to do, it makes clear business sense. Developing top talent for high performance is both an art and a science. Joanna Barsh and Susie Cranston provide the vision and the practical ideas to make this competitive opportunity a reality."
—Terry Lundgren, chairman, president, and CEO, Macy's, Inc.
"Today's business environment demands fresh ideas–and this book delivers them. It is a great reading experience, with inspiration on every page. How Remarkable Women Lead has lessons for both men and women and tells them through powerful intimate stories. Is it possible to fall in love with a business book about leadership? Yes!"
—Gerald Storch, chairman and CEO, Toys "R" Us, Inc.
From the Hardcover edition.
Über den Autor und weitere Mitwirkende
JOANNA BARSH joined McKinsey & Company in 1981 and is a senior partner. Along with her consulting work, she leads the McKinsey Centered Leadership Project, whose goal is to help develop women leaders. Joanna is a New York City Commissioner of Women’s Issues and received the Girl Scouts Council Woman of Distinction Award and the National Council of Research on Women Award. Joanna is also a trustee of Sesame Workshop. She was a Baker Scholar at Harvard Business School.
SUSIE CRANSTON is an organization consultant at McKinsey & Company’s San Francisco office. As part of the McKinsey Centered Leadership Project, Susie led a team that completed the research for the Centered Leadership model. She received a B.A. and an M.B.A. from Stanford University.
From the Hardcover edition.
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If you're looking for a book which defines leadership through meaning, framing, connecting, engaging and energizing and not just through power, money and winning the race then this is the one for you.
Inspiring. It does worth the reading time.
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Some chapters in this book didn't really reach out and grab me, because they better apply to women starting out in their careers. I found a chapter that not only reached out and grabbed me, but it shouted at me! I suspect that most women will find something worthwhile in this book, even if not every chapter applies. I found a technique that I hope will help me avoid one of my problematic habits.
In addition to my problem section, which I will not share here, <grin>, I particularly enjoyed the chapter on making your own luck. "The core lesson in engaging is taking charge and making things happen for yourself." That's an improvement over what seems to be the trend, especially since the internet, message boards, etc., where everyone plays the victim. "This is what was done to me" and "How dare you tell me I should take responsibility for myself when these people have mistreated me." The author tells us we have to recognize what we want and then take steps to get it. You have to take a few risks, and before you do, you need to "know what you know and what you don't know."
There are stories and excellent quotes throughout the book from leaders, women and men, to illustrate the points the author is making.
Adapting To The New Realities is a section I would like to recommend along with the Stepping up to Lead. "You can manage a lot of people, but to lead you have to inspire, not intimidate. Have passion and compassion." Then I was delighted with the section on "Energy in Your Toolkit" where an example was given of treating your energy as an asset that you invest and grow. The information on how to "Minimize the Drains" on your energy is right on target. Having boundaries. What an interesting idea! OUCH! The comment also got me about a Pavlovian reaction to your phone ringing and fragmenting your time through ongoing e-mailing, texting, and phonecalls causing you to lose concentration and lose control of your schedule. I DO allow others to highjack my time on things that may be far less important. Urgent is not important. Kicking the "always-On" habit. Can you do that? It sounds wonderful to me.
I'm going to have to spend more time on that chapter.
Then I'm going to devote a little more time to the chapter on "Recovery Time" I think.
Now where is that highlighter.
As the director of a women's leadership program at a college, I get an opportunity to read (and review) dozens of books on women's leadership. I also get the pleasure of hosting some of the authors. While there are some good (even very good) books and some good (even very good) authors-as-presenters, rarely do these two dimensions come togther in ways that are intellectually intriguiging, inspiring and just plain enormous fun and engaging. How Remarkable Women Lead, accomplishes all of this as a book. But if you get a chance to actually hear the author, Joanna Barsh present, run, don't walk. She's magic.
Joanna Barsh and Susie Cranston with Geoffrey Lewis
Crown Business (2011)
As I read this book co-authored by Joanna Barsh and Susie Cranston, with substantial assistance provided by Geoffrey Lewis, I realized that remarkable men lead others in much the same way that, as Barsh and Cranston explain, remarkable women do: by leveraging their talent, desire to lead, and tolerance for change within all areas of their lives. Barsh and Cranston characterize this as "Centered Leadership" within five separate but interdependent dimensions: Meaning, Framing, Connecting, Engaging, and Energizing. They devote a separate chapter to each of the five. However they are named and defined, these are areas in which aspiring leaders are challenged to attract the support of others. The greater challenge is to sustain that support. What Barsh and Cranston share in this book is what they learned from five years of rigorous and extensive research that involved hundreds of remarkable women in all manner of leadership positions.
What they call "the journey to the center" is one of the most important themes in their narrative, strikingly similar to what Bill George and Peter Sims describe in True North: a three-phase "journey to authentic leadership" which begins with character formation and culminates (not concludes) with full development of authentic leadership within five separate but related dimensions: pursuing purpose with passion, practicing purpose with passion, practicing solid values, leading with heart, establishing connected relationships, and demonstrating self-discipline. Hundreds (thousands?) of self-help books on leadership also invoke the "journey" metaphor while suggesting all manner of "phases," "stages," "dimensions," etc. What sets these two books (i.e. How Remarkable Women Lead and True North) apart is the authenticity of what their respective interviewees share so candidly and so generously.
It is worth noting that throughout Barsh and Cranston's narrative, most of those interviewed emphasized the importance of establishing and then nourishing personal relationships. This is especially true of those who are entrusted with leadership responsibilities. More often than not, what George and Sims characterize as a process of "peeling back the onion" to locate the "authentic self" requires the assistance, indeed the direct involvement of others. According to George and Sims, True North is "the internal compass that guides you as a human being at your deepest level. It is your orienting point - your fixed point in a spinning world - that helps you stay on track as a leader. Your True North is based on what is most important to you: your most cherished values, your passions and motivations, the sources of satisfaction in your life. Just as a compass points toward a magnetic field, your True North pulls you toward the purpose of your leadership." George and Sims could well be describing Centered Leadership.
Barsh and Cranston acknowledge in the Introduction that during their research for this book, they were not only involved but engaged in their own journey of self-exploration, one that provided unexpected revelations to which they were obviously receptive, a key point. "We were weaving the threads of leadership, performance, and fulfillment into a system with behaviors, skills, and actions...It was also about choice. About personal ownership." Then one of the most important paragraphs in the Introduction: "Meaning underpinned everything. It established the right motivation and helped women identify their direction. On top of this, we saw that there were three clusters of capabilities and tactics - framing and connecting and engaging - that led to sustained success and increased joy in living. Finally, we brought in `energizing' to fuel each woman's long-term journey."
Presumably many women who read this book will have already embarked on that journey. What Barsh and Cranston share in this book can help them to gain even greater meaning and happiness from what they experience. Presumably some of these women have encountered severe, perhaps debilitating resistance or at least formidable barriers to their progress. What Barsh and Cranston share can help them to regain their self-confidence, energy, and - most important of all - their faith in what they can accomplish. There are others who will not read this book but who, nonetheless, will also derive substantial benefit from it because they are supervised by those who do. One of the most important responsibilities of a great leader - one that every great leader views as a privilege as well as an obligation - is to help "grow" those entrusted to their care.
I presume to add that what Barsh and Cranston share can also be of substantial value to the personal fulfillment as well as the professional development of men who aspire to become remarkable leaders. There is much they can learn from the women who are so extensively quoted as they explain how they helped to inspire others, how they gained clarity of both vision and purpose when coping with difficult, sometimes unpleasant realities, how they initiated and then nourished mutually beneficial relationships with others, how they took ownership for opportunities as well as risks with personal accountability, and how they assumed and fulfilled their responsibilities to their families and to their communities. Neither women nor men in leadership positions can "balance" everything in their careers and personal lives (no one can) but it is possible to recognize what is most important at any given time and then "balance" the allocation of one's time and energy accordingly.
For some readers, let the journey to the center begin. For others, let that journey proceed more smoothly and expeditiously. Either way, bon voyage!