机读格式显示(MARC)
- 000 02930cam a2200349 i 4500
- 008 220413s2022 flua b 001 0 eng
- 020 __ |a 9781032213491 |q (hardback)
- 020 __ |a 1032213493 |q (hardback)
- 020 __ |a 9781032213460 |q (paperback)
- 020 __ |a 1032213469 |q (paperback)
- 020 __ |z 9781003267966 |q (ebook)
- 040 __ |a DLC |b eng |e rda |c DLC |d OCLCO |d OCLCF
- 050 00 |a HD57.7 |b .B4328 2022
- 082 00 |a 658.4/092 |2 23
- 100 1_ |a Bedgood, Casey, |e author.
- 245 14 |a The 10 cardinal sins of leadership : |b what thought leaders must never do to succeed in high risk environments / |c Casey Bedgood.
- 246 3_ |a Ten cardinal sins of leadership
- 260 __ |a New York, NY : |b Routledge, |c 2022.
- 300 __ |a xiii, 184 pages : |b illustrations ; |c 26 cm.
- 336 __ |a text |b txt |2 rdacontent
- 337 __ |a unmediated |b n |2 rdamedia
- 338 __ |a volume |b nc |2 rdacarrier
- 504 __ |a Includes bibliographical references and index.
- 520 __ |a "Why do some leaders succeed and others fail? Is there a magic ingredient leaders must consider on their career journey to ensure the joy ride does not turn into a nightmare? What is the key to leaders maximizing success that is sustainable long-term? The purpose of this book is to provide a simple road map for leaders, aspiring leaders, students and anyone interested in the art of leadership to succeed in high risk environments. Often, leaders don't know what they don't know. One main culprit is lack of assessing, measuring, analyzing and addressing Risk. Simply put, we don't know what we don't measure. What we don't know can and will eventually harm leaders, organizations and their customers. Change is the new normal and only constant. As change grows, so does risk. Risk can be a friend or foe of thought leaders. It all depends on perspective, insight and knowledge. Ignorance is never bliss and leaders must leverage knowledge to mitigate risks at every turn. In The 10 Cardinal Sins of Leadership: What Thought Leaders Must Never Do to Succeed in High Risk Environments, readers will learn: How to identify, measure, analyze and address various types of risk. How to determine if risk is a friend or foe. Strategic planning concepts that will allow leaders to magnify, plan for, leverage and marginalize risks long term. Methods to ensure inclusion efforts don't become overly exclusive. Thus, excluding key stakeholders and creating new levels of organizational risk. Techniques for looking back at organizational yester years to create a high performing journey map for the road ahead. The Value of Perspective. How we view things determines how we respond or wait to be disrupted unknowingly"-- |c Provided by publisher.
- 650 _0 |a Organizational change |x Management.
- 650 _0 |a Risk |x Sociological aspect.