By Robert Mai, Alan Akerson
In turbulent occasions, the facility to speak with energy and objective turns into a vital management competency. clever executives detect that management conversation is not a question of "making nice," yet a strategic necessity.
Organized round an unique version defining the $64000 communique roles a pace-setter needs to fill, The chief as Communicator examines roles as different as trust-builder and critic, renewal champion and navigator, studying recommend and provocateur. The e-book offers case experiences of firms together with Cadillac, Emerson, and Saturn, plus dozens of different examples. jam-packed with recommendations and strategies displaying how leaders can form the communications weather in their enterprises, the e-book culminates with overview workouts that allow readers degree their very own conversation talents.
This insightful ebook demonstrates find out how to develop into a far better, extra convinced chief -- one that can use verbal exchange to construct alignment, enthusiasm, and productiveness.
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Example text
Intellectual Capital with No Return What makes this challenge a communication issue is that knowledge is only an asset if it is shared and applied. Unfortunately, organizations and their leadership don’t always know how to do this, and there are significant organizational barriers to turning valuable knowledge into valuable practice. Expertise is often locked in the heads of individual employees, and it doesn’t get out. Sometimes this is simply because ideas are not fully articulated. Or they aren’t shared because employees can’t put them adequately into words.
Leaders who help people feel they are part of a larger community that supports them and serves their interests can command a more abiding sense of loyalty and higher levels of work satisfaction from those people. 2. Framing Work. Leaders who help colleagues and employees articulate for themselves a greater sense of meaningfulness in their work roles can strengthen the intrinsic reward potential of work and so energize the workforce. Leaders who help people recognize the value and meaning of their work are able to tighten the alignment between personal and organizational goals and enjoy M -M 37 higher levels of commitment, perseverance, and dedication as well.
11. David N. Farr, speech delivered at the Dean’s Breakfast, John Cook School of Business, St. Louis University, September 25, 2001. All subsequently quoted material by Farr comes from this source. 12. ” The New Deal in Employment, Report No. 1162-96-CR (New York: The Conference Board, 1996), 30. This page intentionally left blank PART II T he L eader as C ommunity D eveloper “Effective leaders put words to the formless longings and deeply felt needs of others. ” —W B, “T L S” N o matter how small a work organization may be, it still represents a kind of community for its employees, a place where members share a common purpose and come to know one another.