Leading With Emotional Courage: How to Have Hard Conversations, Create Accountability, And Inspire Action On Your Most Important Work. Peter Bregman

Leading-With-Emotional-Courage.pdf
ISBN: 9781119505693 | 272 pages | 7 Mb

• Leading With Emotional Courage: How to Have Hard Conversations, Create Accountability, And Inspire Action On Your Most Important Work
• Peter Bregman
• Page: 272
• Format: pdf, ePub, fb2, mobi
• ISBN: 9781119505693
• Publisher: Wiley

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Leading With Emotional Courage: How to Have Hard Conversations, Create Accountability, And Inspire Action On Your Most Important Work by Peter Bregman The Wall Street Journal bestselling author of 18 Minutes unlocks the secrets of highly successful leaders and pinpoints the missing ingredient that makes all the difference You have the opportunity to lead: to show up with confidence, connected to others, and committed to a purpose in a way that inspires others to follow. Maybe it’s in your workplace, or in your relationships, or simply in your own life. But great leadership—leadership that aligns teams, inspires action, and achieves results—is hard. And what makes it hard isn’t theoretical, it’s practical. It’s not about knowing what to say or do. It’s about whether you’re willing to experience the discomfort, risk, and uncertainty of saying or doing it. In other words, the most critical challenge of leadership is emotional courage. If you are willing to feel everything, you can do anything. Leading with Emotional Courage, based on the author’s popular blogs for Harvard Business Review, provides practical, real-world advice for building your emotional courage muscle. Each short, easy to read chapter details a distinct step in this emotional “workout,” giving you grounded advice for handling the difficult situations without sacrificing professional ground. By building the courage to say the necessary but difficult things, you become a stronger leader and leave the “should’ves” behind. Theoretically, leadership is straightforward, but how many people actually lead? The gap between theory and practice is huge. Emotional courage is what bridges that gap. It’s what sets great leaders apart from the rest. It gets results. It cuts through the distractions, the noise, and the politics to solve problems and get things done. This book is packed with actionable steps you can take to start building these skills now. Have the courage to speak up when others remain silent Be stable and grounded in the face of uncertainty Respond productively to opposition without getting distracted Weather others’ anger without shutting down or getting defensive Leading with Emotional Courage coaches you to build your emotional courage, exercise it effectively, and create an environment in which people around you take accountability to get hard things done.

Point B: A Short Guide to Leading a Big Change: Peter Bregman
Leading With Emotional Courage: How to Have Hard Conversations, CreateAccountability, And Inspire to take powerful and ambitious actions to achievethe things that are most important to them and their organizations. . One of themost valuable aspects of this guide is the way Bregman describes how to work with  Peter Bregman | Psychology Today
His most recent book is Leading with Emotional Courage: How to Have HardConversations, Create Accountability, and Inspire Action on Your Most Important   Leading With Emotional Courage: How to Have Hard Conversations
Buy Leading With Emotional Courage: How to Have Hard Conversations, CreateAccountability, And Inspire Action On Your Most Important Work 1 by Peter  Leading With Emotional Courage: How to Have Hard Conversations
The Hardcover of the Leading With Emotional Courage: How to Have HardConversations, Create Accountability, And Inspire Action On Your Most ImportantWork. What to Do on Your First Day Back from Vacation
So you do your best to work through the pileup, handling the most If that's your process, you've missed a huge leadership opportunity. function at peak productivity and have the greatest possible impact. But that's not easy to do. It'shard enough for any one of us to be focused and aligned with our most  Five Ways The Most Effective Leaders Manage Their Emotions
In fact, emotional intelligence is one of the fastest growing job skills, Yet managing our emotions effectively in the workplace is a major However, effective managers overcome the urge to give in to what is popular and opt for what is right. If they need to have a difficult conversation with an employee or  Peter Bregman | Psychology Today
His most recent book is Leading with Emotional Courage: How to Have HardConversations, Create Accountability, and Inspire Action on Your Most Important   The Pivotal Stories Every Startup Leader Should Be Able to Tell
Here are the stories he tells to rally big teams to do their best work. about theirresponsibility to inspire people — to tap into that intrinsic motivation to be a smaller idea or action to something bigger — a purpose, a movement, anemotion. there have been difficult times and tapping into this drive was themost important  How to Start a Conversation You're Dreading
Lead with the punchline. I anticipated that the conversation would be difficult. In fact, I had become increasingly critical of her recent performance, I shouldhave said something before it got to this point. It's a simple move that few of usmake consistently because it requires emotional courage. Download the PDF - Michael Fullan
ironically in the name of instructional leadership (see Fullan, 2014). Accountability can be accomplished with a small but significant shift in our Meanwhile, the bureaucracies have once again created more regulations and requirements. . peers at the school level and at the level of coaches who work with schools. 3 Ways to Stop Yourself from Being Passive-Aggressive
Close the gap between anger and silence. Difficult conversations she ownedthe space, but, somehow, I didn't muster the courage to assert On the flip side, of course, that conversation created ripples of inspire collective action on their organization's most important work. Emotional intelligence. Four Areas Where Senior Leaders Should Focus Their Attention
The conversation was primarily one way, with the COO explaining with the organization's most critical and difficult-to-solve issues. When I run seniorleadership meetings, I make sure we focus on four things: Senior leaders havethe responsibility to make decisions and act in Your job is to think big.

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