Summary of Susan Ashford's The Power of Flexing

By IRB Media

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

#1 The author, Jeff Parks, was a card-carrying scientist. He loved his high school classes in biology, chemistry, and physics, then went on to become an eager researcher and problem solver in college and graduate school. But it wasn’t until he got his first job at a small biotech start-up that he realized he’d never fully developed the skills and sensibilities he needed to be a business leader.

#2 Many leaders, like Jeff, have the desire to make a positive impact on the world, but circumstances often get in the way. In Jeff’s case, his job as a team leader at a start-up company created an opportunity for him to create something new and valuable. But his company failed to provide him with the resources he needed.

#3 The 70-20-10 rule is an empirical finding that states that 70 percent of what managers learn about how to be good managers is learned from experience, 20 percent from other people, and just 10 percent from reading books or attending courses.

#4 New responsibilities offer great potential for personal growth. Because you are dealing with a situation that is new to you, you inevitably need to move out of your comfort zone and try new behaviors.

• Language: English
• Publisher: IRB Media
• Release date: Jun 10, 2022
• ISBN: 9798822538719

IRB Media

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Insights on Susan J. Ashford's The Power of Flexing

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 5

Insights from Chapter 6

Insights from Chapter 7

Insights from Chapter 8

Insights from Chapter 9

Insights from Chapter 10

Insights from Chapter 11

Insights from Chapter 12

Insights from Chapter 1

#1

The author, Jeff Parks, was a card-carrying scientist. He loved his high school classes in biology, chemistry, and physics, then went on to become an eager researcher and problem solver in college and graduate school. But it wasn’t until he got his first job at a small biotech start-up that he realized he’d never fully developed the skills and sensibilities he needed to be a business leader.

#2

Many leaders, like Jeff, have the desire to make a positive impact on the world, but circumstances often get in the way. In Jeff’s case, his job as a team leader at a start-up company created an opportunity for him to create something new and valuable. But his company failed to provide him with the resources he needed.

#3

The 70-20-10 rule is an empirical finding that states that 70 percent of what managers learn about how to be good managers is learned from experience, 20 percent from other people, and just 10 percent from reading books or attending courses.

#4

New responsibilities offer great potential for personal growth. Because you are dealing with a situation that is new to you, you inevitably need to move out of your comfort zone and try new behaviors.

#5

When you are called upon to lead a change effort, whether it’s a reorganization of your department at work, a move by your company into a previously untapped market, or a lobbying effort to expand fair housing opportunities, you should understand and deal with the psychological and emotional reasons why some team members will support the change while others resist it.

#6

Some jobs bring with them an unusual level of visibility, subjecting the leader to intense scrutiny and creating the possibility of painful second-guessing in the event of a failure or gratifying acclaim in the event of a success.

#7

The most difficult situation a young professional can face is having to work across organizational, institutional, or professional boundaries.