Summary of Alan Willett's Leading the Unleadable

By IRB Media

Please note: This is a companion version & not the original book. Book Preview:

#1 It’s not just a matter of making decisions on a daily basis. The very essence of being a leader and how you lead is a choice. You must actively choose to embrace the many good things that come with leadership, and choose not just the call to leadership, but exceptional leadership.

#2 The essence of being a leader is a choice. You must actively choose to embrace the many good things that come with leadership, and choose not just the call to leadership, but exceptional leadership.

#3 Leadership is a choice. You must actively choose to embrace the many good things that come with leadership, and choose not just the call to leadership, but exceptional leadership.

#4 The essence of being a leader is a choice. You must actively choose to embrace the many good things that come with leadership, and choose not just the call to leadership, but exceptional leadership.

• Language: English
• Publisher: IRB Media
• Release date: Sep 15, 2022
• ISBN: 9798350029055

IRB Media

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Insights on Alan Willett's Leading the Unleadable

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 5

Insights from Chapter 1

#1

Exceptional leaders have one obligation above all. They must focus on the group rather than the individual, and if an individual is hurting the group, that person must be brought back into the fold or cut out altogether.

#2

The call to leadership is a choice. It is not just a series of decisions on a daily basis, but rather the act of leading others. Leadership comes with a taxonomy of trouble, and you are responsible for it even when it is not your fault.

#3

The transition from being an individual contributor to a team leader was a shock to the way Mary thought. She had to learn how she would get meaning from her work in this new role.

#4

A leader is often chosen by a group of people who have little tolerance for the current situation. The person chosen may have no title, but he or she is leading.

#5

The third category is made up of just a small percentage of all the leaders I have worked with. They want the prestige of the title of leader, and they have often received business-specific college degrees.

#6

The expert is often the leader of a group of people who follow him easily based on the vast knowledge he possesses. But when a new technology replaces his area of expertise, he is no longer the expert but still the leader.

#7

The work of leadership is different for every leader. They come to the realization that the work of leadership is all about people. They also realize that they made a choice to be a leader, and that if they faced the leadership crisis referred to in the first section they would continue leading.

#8

The leader of a large project team may have a thousand people working on it. The leader must deliver results, regardless of whether they are reporting to him directly.

#9

CEOs of companies, small or large, have a