Unsecured Ladders by Robinson, Graham -- Read -- Imperial Library of Trantor

Index

Unsecured ladders Unsecured ladders

CONTENTS LIST OF BOXES LIST OF FIGURES ACKNOWLEDGMENTS CHAPTER 1 Introductions and a problem

1.1 What’s the big idea? 1.2 Who we are 1.3 For whom are we writing this book? 1.4 Four areas of leadership choice and challenge 1.5 A major issue: why would you want to be a leader? 1.6 More challenges

1.7 Obligations and key messages

1.7.1 Anticipate the unexpected 1.7.2 Shape the future, stay in touch with context 1.7.3 Performing the juggling act

1.8 How to use the book

1.9 If you read this book: what will you know that you did not know already?

CHAPTER 2 The core issue – the unexpected is inevitable

2.1 Some preliminary questions

2.1.1 “Stuff happens”

2.2 Two sources of the unexpected

2.2.1 “the genuine . . .” 2.2.2 and the “cumulative consequence”

2.3 How will you respond to the unexpected?

2.1 An ill wind? 2.4 Cumulative consequence explored 2.2 Spot the deliberate mistake

2.4.1 The messages that our actions convey

2.5 Acquiescing in inefficiency 2.3.1 How to appoint directors 2.3.2 Watching for his lips to move 2.4 The call center project 2.6 Be on the lookout for signals

2.7 Summarizing so far . . . 2.8 An obstacle course

2.7.1 Make time and space for reflection and review 2.7.2 Watch out for hubris!

2.5 Symptoms of hubris? 2.9 Some more questions

CHAPTER 3 Attitudes and the unexpected

3.1 Setting the tone 3.2 Awareness, reflection and the management of expectations

3.1 Tackling the right problem? 3.3 Challenge your expectations 3.2 Business as usual? 3.4 Some risks of categorization 3.3 A CEO’s experience of a takeover bid by a major shareholder 3.5 Good leadership or good luck? 3.6 Check your assumptions 3.7 The role of myths and stories 3.4 Consistent messages? 3.8 Honor the experts – wherever you find them 3.9 Leaders need to focus on solutions rather than on problems 3.10 Surfacing your attitudes – some key questions

CHAPTER 4 No surprises! – anticipating and preparing for the unexpected

4.1 Any bus can take you there 4.2 Doing the groundwork: personal integrity 4.1 Remember who you are! 4.2 Dancing on hot coals 4.3 Managing by exception or merely missing the signals? 4.4 Values, attitudes and beliefs 4.3 Do you need a crisis? 4.5 Doing the groundwork: organizational integrity

4.5.1 The role of policy and procedure

4.4 Mistakes are made by people – not by procedures 4.6 Doing the groundwork: aligning resources 4.7 Seeking signals, telling stories 4.5 Who was the doctor? 4.8 How you respond to today’s unexpected event can help prepare you for tomorrow’s 4.6 Fire! Fire! 4.9 Groundwork in summary 4.10 More questions

CHAPTER 5 Understanding context – inside the organization: Obligations, values and managing paradox

5.1 Formal and informal leadership obligations 5.2 The visible professional 5.3 Shaping the future: values 5.1 Identifying your values 5.2 Credit crunch values 5.3 Values 1 5.4 Values 2 5.4 Shaping the future: visions and acts of faith 5.5 Values on the line 5.5 Paradox and unreasonable truths 5.6 Recurrent paradox 5.6 Some more questions

CHAPTER 6 Marshalling resources – building and managing commitment