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    Courageous Relationship in Uncertain Times: Leadership in Uncertainty, #2
    Humility in Uncertainty: Leadership in Uncertainty, #3
    Effective Leadership in Uncertain Times: Leadership in Uncertainty, #1
    Ebook series3 titles

    Leadership in Uncertainty Series

    By Matt Rawlins

    ()

    About this series

    Jim Collins defined stage 5 leaders as having personal humility and a strong focus, energy, or will. Humility was vital for leaders taking a company from good to great.

    It took great courage for Jim Collins to use the "H" word: Humility. The corporate atmosphere makes it easier to swear than to speak humbly. It is easier for a leader to push his or her way to the top and build a company around a personality than to declare that this will not help the organization.

    Yet to use the word humble and to define what it means are different things entirely. To some, it means a nice word for shame, where we are to act like a worthless person. To others it means to pretend we don't have strengths or capacities. To yet others, it might mean something you can't talk about, because if you do, it is only proof you don't have it. It also has emotional baggage attached to it; it often feels like a lead weight chained to an ankle, something that must be cut away to find our freedom. When is the last time you heard the word humble used to refer to the leader of an organization? I'll wager that for most of us, the answer is never.

    Naturally, I am not the authority for defining humility; my aim is simply to push the conversation further. After all the failures we have seen in organizations over these last years, maybe it is time to change the conversations we have about success.

    Can we talk about humility in a leader?

    Can we have this courageous conversation in a way that builds our understanding of maturity and wholeness?

    Can we engage each other in a dialogue leading to trust and transparency in our leadership and organizations?

    I think we can, and my hope is that in some small way, this short book will help carry the conversation forward.

    LanguageEnglish
    PublisherAmuzement Publications
    Release dateFeb 14, 2023
    Courageous Relationship in Uncertain Times: Leadership in Uncertainty, #2
    Humility in Uncertainty: Leadership in Uncertainty, #3
    Effective Leadership in Uncertain Times: Leadership in Uncertainty, #1

    Titles in the series (3)

    • 1

      Effective Leadership in Uncertain Times: Leadership in Uncertainty, #1
      Effective Leadership in Uncertain Times: Leadership in Uncertainty, #1

      Effective Leadership in Uncertain Times: Leadership in Uncertainty, #1

      Matt Rawlins
      0 ratings
      0 ratings

      A multinational company had 30 different locations around the world that were in trouble. The CEO didn't know what to do so he hired a team of consultants to work with each location to figure out what was wrong. The consultants traveled to each location and what they found was that someone there already had the answer; the leader just didn't know how to get it from them. Leadership is ultimately about engaging people. This short book works with three questions to help leaders be effective in engaging others in the midst of uncertainty. 1) What is the starting point for leadership in the midst of uncertainty? 2) How do you get to the heart of the issue to build a strong foundation for working relationships? 3) How does an effective leader frame his or her organizational development? If you use these questions and tools to frame your relationships, I guarantee: you will be more effective in whatever you do.

      A multinational company had 30 different locations around the world that were in trouble. The CEO didn't know what to do so he hired a team of consultants to work with each location to figure out what was wrong. The consultants traveled to each location and what they found was that someone there already had the answer; the leader just didn't know how to get it from them. Leadership is ultimately about engaging people. This short book works with three questions to help leaders be effective in engaging others in the midst of uncertainty. 1) What is the starting point for leadership in the midst of uncertainty? 2) How do you get to the heart of the issue to build a strong foundation for working relationships? 3) How does an effective leader frame his or her organizational development? If you use these questions and tools to frame your relationships, I guarantee: you will be more effective in whatever you do.

    • 2

      Courageous Relationship in Uncertain Times: Leadership in Uncertainty, #2
      Courageous Relationship in Uncertain Times: Leadership in Uncertainty, #2

      Courageous Relationship in Uncertain Times: Leadership in Uncertainty, #2

      Matt Rawlins
      0 ratings
      0 ratings

      No matter what you do, the ability to engage people will determine how successful you are. However, we live in uncertain times: There is tension. We feel vulnerable. We get defensive. We stop asking questions and then our communication gets distorted. We can't deal with the real issues anymore and this weakens our relationships. The fruit of this is a loss of trust. As a result, we can't be effective in the midst of uncertainty. There is a better way and this book deals with how to do this. There are five key areas that all relationships must work with. If you know what they are, you will be better prepared to know how to work with anyone in any situation.

      No matter what you do, the ability to engage people will determine how successful you are. However, we live in uncertain times: There is tension. We feel vulnerable. We get defensive. We stop asking questions and then our communication gets distorted. We can't deal with the real issues anymore and this weakens our relationships. The fruit of this is a loss of trust. As a result, we can't be effective in the midst of uncertainty. There is a better way and this book deals with how to do this. There are five key areas that all relationships must work with. If you know what they are, you will be better prepared to know how to work with anyone in any situation.

    • 3

      Humility in Uncertainty: Leadership in Uncertainty, #3
      Humility in Uncertainty: Leadership in Uncertainty, #3

      Humility in Uncertainty: Leadership in Uncertainty, #3

      Matt Rawlins
      0 ratings
      0 ratings

      Jim Collins defined stage 5 leaders as having personal humility and a strong focus, energy, or will. Humility was vital for leaders taking a company from good to great. It took great courage for Jim Collins to use the "H" word: Humility. The corporate atmosphere makes it easier to swear than to speak humbly. It is easier for a leader to push his or her way to the top and build a company around a personality than to declare that this will not help the organization. Yet to use the word humble and to define what it means are different things entirely. To some, it means a nice word for shame, where we are to act like a worthless person. To others it means to pretend we don't have strengths or capacities. To yet others, it might mean something you can't talk about, because if you do, it is only proof you don't have it. It also has emotional baggage attached to it; it often feels like a lead weight chained to an ankle, something that must be cut away to find our freedom. When is the last time you heard the word humble used to refer to the leader of an organization? I'll wager that for most of us, the answer is never. Naturally, I am not the authority for defining humility; my aim is simply to push the conversation further. After all the failures we have seen in organizations over these last years, maybe it is time to change the conversations we have about success. Can we talk about humility in a leader? Can we have this courageous conversation in a way that builds our understanding of maturity and wholeness? Can we engage each other in a dialogue leading to trust and transparency in our leadership and organizations? I think we can, and my hope is that in some small way, this short book will help carry the conversation forward.

      Jim Collins defined stage 5 leaders as having personal humility and a strong focus, energy, or will. Humility was vital for leaders taking a company from good to great. It took great courage for Jim Collins to use the "H" word: Humility. The corporate atmosphere makes it easier to swear than to speak humbly. It is easier for a leader to push his or her way to the top and build a company around a personality than to declare that this will not help the organization. Yet to use the word humble and to define what it means are different things entirely. To some, it means a nice word for shame, where we are to act like a worthless person. To others it means to pretend we don't have strengths or capacities. To yet others, it might mean something you can't talk about, because if you do, it is only proof you don't have it. It also has emotional baggage attached to it; it often feels like a lead weight chained to an ankle, something that must be cut away to find our freedom. When is the last time you heard the word humble used to refer to the leader of an organization? I'll wager that for most of us, the answer is never. Naturally, I am not the authority for defining humility; my aim is simply to push the conversation further. After all the failures we have seen in organizations over these last years, maybe it is time to change the conversations we have about success. Can we talk about humility in a leader? Can we have this courageous conversation in a way that builds our understanding of maturity and wholeness? Can we engage each other in a dialogue leading to trust and transparency in our leadership and organizations? I think we can, and my hope is that in some small way, this short book will help carry the conversation forward.

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