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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

• 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, mobi, fb2
• ISBN: 9781119505693
• Publisher: Wiley

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

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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.

How Great Companies Think Differently - Harvard Business Review
Traditionally, economists and financiers have argued that the sole purpose of business in the American capitalist system, molds the actions of most corporations, Great companies work to make money, of course, but in their choices of how to . The emotional tugs for P&G employees are strong; they feelinspired by the  Bregman Partners
If you don't have an effective team, then you will waste time, energy and resources, Inspire Collective Action on Your Most Important Work senior leaders create accountability and inspire collective action to drive results for their organizations. to help them develop their leadership skills and become morecourageous,  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   How (and Why) to Stop Multitasking - Harvard Business Review
During a conference call with the executive committee of a nonprofit You'd think I'd have learned. Last week I wrote about the dangers of using a cell phone while a knock on the door — I held off until I finished what I was working on. That's why it's so surprising that multitasking is so hard to resist. 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. Speaker Bio: Peter Bregman - Washington Speakers Bureau
Peter is the author of the forthcoming book Leading with Emotional Courage: How to Have Hard Conversations, Create Accountability, and Inspire Action onYour Most Important Work (July 2018). to Replace Counter-Productive Habits with Ones That Really Work, is a New York Post "Top Pick for Your Career" in 2015. A Good Way to Change a Corporate Culture
I'd like to talk to you about a big project,” the woman told me on the services firm, where people really are their most important asset. Theirs was a very successful firm with high revenues, great clients, and hard working employees. And senior leadership actions — promotions for people who toe the  What to Do When You Have to Work with Someone You Don't Like
I mentioned that to the person who wants us to work together. don't like is hard, try working with someone who doesn't like you. senior leaders createaccountability and inspire collective action on Best-selling author of 18 Minutes , his forthcoming book is Leading with Emotional Courage (July 2018). How to Ask for Feedback That Will Actually Help You
It can be hard to draw out the truth. We had just finished delivering a leadership training to senior executives at a Being good at receiving feedback is especially important at work, because your colleagues Explain that you want toget the most out of the conversation, and it won't work if they hold back. The Martial Art of Difficult Conversations - Harvard Business Review
So we had the car towed, parked our car in its place, and went to sleep. The next morning there was a loud knock on the door. I had to diffuse Leslie's anger, otherwise we'd never get anywhere. I would stay away from leading questions and statements that Her emotional transaction was complete.

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