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Boundaries For Leaders: Results, Relationships, And Being Ridiculously In Charge (2013)

by Henry Cloud(Favorite Author)

3.5 of 5 Votes: 2

ISBN

0062249797 (ISBN13: 9780062249791)

languge

English

genre

Nonfiction

publisher

HarperAudio

review 1: This book is not just for “Leadership”. Maybe in your organization you aren’t considered a leader by your job description. Who cares, you are a leader if you are working outside business hours to grow. This book won’t be given to you by your “leadership team”. Especially if the leaders have hit their pinnacle and growth is only a discussion, not an action. (SO YOU! GO GET IT AND GET OUT OF THE MATRIX) I have been part of that and didn’t understand one bit of it. I really had no clue what this term “Leader” meant certain days? If by leadership you mean “Send out emails with orders followed by , “where we are”, “where we need to be”, (insert compliment here), followed by a “Feel free to come see me to discuss where you are.” Then yes I know wh... moreat leadership is! WRONG.Take away from this awesome book. Leadership starts with you. Lead yourself first by defining who you are going to be. Work on the business, by working on you. You wanted to be in charge right? Be in charge of yourself first and you will be more in charge than you could ever imagine. If you aren't considered a "Leader" by the organizational chart, WHO CARES. You are a leader, lead you. If it goes unnoticed, don't let fear change you. Someone else is watching, you will find each other. Stay genuine, so when you meet, you are ready.
review 2: This is one of the best books I have read all this year. To get results, leadership matters. Leadership matters for an entire organization, and it matters in smaller contexts such as in teams or departments. Because of that, we often talk about leadership disciplines that are essential to creating results and making it all work—disciplines such as casting a vision, shaping the future, developing strategy, engaging the right talent in the right places, fostering innovation and agility, execution, and more. As you know, all of these leadership competencies must be in place for a vision to become a reality. But . . . there is another truth. Leaders lead people, and it is the people who get it all done. And to get it done, they have to be led in a way that they can actually perform, and use all of their horsepower. Said another way, their brains need to work. You can cast a great vision, get the right talent, and yet be leading in ways that people’s brains literally cannot follow, or sometimes even make work, much less their hearts. Leaders can motivate or demotivate their people. They can propel them down a runway to great results, or confuse them so that they cannot clearly get from A to Z. They can bring a team or a group together to achieve shared, extraordinary goals, or they can cause division and fragmentation. They can create a culture that augments high performance, accountability, results, and thriving, or cause a culture to exist in which people become less than who they are or could be. And most of the time, these issues have little to do with the leader’s business acumen at all . . . but more to do with how they lead people and build cultures.This book just covers it all when it comes to inspiring people and creating and nurturing doers in any organization. less

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