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What do you do when the algorithm doesn't have the answer?
Countless tools and frameworks claim to make decisions objective and bias-free. But in reality, the defining decisions that leaders face are complex ones with subjective information sources and conflicting courses of action. That's why the toughest choices are left to the leaders, and that's why formulas won't answer them.
In Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy, leadership expert and CEO of YSC Consulting, Eric Pliner, delivers a set of practical tools for readers to make sense of these complex, subjective decisions quickly and with integrity. It presents a path to understanding your own subjectivity, and how your morals, ethics, and responsibilities affect how leaders make the most important decisions.
Difficult Decisions is ideal for executives, managers, and business leaders to examine their own intuition and navigate the most conflicted choices they make. It's a challenging read and an indispensable resource to help readers develop self-reflection, clarify their values, and ultimately make the choice that is most "right" to them.
Auteur
ERIC PLINER is Chief Executive Officer of YSC Consulting, a global leadership strategy consultancy head-quartered in London. His writing on leadership development, organizational culture, education and training, and strategic diversity and inclusion has been featured in Harvard Business Review, Fortune, Forbes, and Fast Company. Eric is a member of the Dramatists' Guild of America and lives in Brooklyn, New York.
Résumé
What do you do when the algorithm doesn't have the answer?
Countless tools and frameworks claim to make decisions objective and bias-free. But in reality, the defining decisions that leaders face are complex ones with subjective information sources and conflicting courses of action. That's why the toughest choices are left to the leaders, and that's why formulas won't answer them.
In Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy, leadership expert and CEO of YSC Consulting, Eric Pliner, delivers a set of practical tools for readers to make sense of these complex, subjective decisions quickly and with integrity. It presents a path to understanding your own subjectivity, and how your morals, ethics, and responsibilities affect how leaders make the most important decisions.
Difficult Decisions is ideal for executives, managers, and business leaders to examine their own intuition and navigate the most conflicted choices they make. It's a challenging read and an indispensable resource to help readers develop self-reflection, clarify their values, and ultimately make the choice that is most right to them.
Contenu
Preface: Writing Wrong 8
Chapter 1: Difficult Decisions 13
Making Decisions 19
How We Make Decisions Now 22
Difficult Decision: Containing Contagion 28
Key Points 31
Chapter 2: The Moral / Ethical / Role Responsibilities Triangle 33
Morals vs. Ethics: Election 36
Jean and Paula 38
Win as Much as You Can 40
Difficult Decision: Furloughing 80% of the Ralph Lauren Workforce 42
Do the Right Thing 48
Key Points 49
Chapter 3: Morals 50
Communicating Your Morality and Asking About Morality 53
Triangle Touchpoint: Values Conflict 56
Knowing the Sources of Your Morality 59
Reflecting on the Sources of Your Morality 60
Understanding the Parameters and Boundaries of Your Morality 61
Difficult Decision: The Philip Guston Retrospective at the National Gallery of Art 64
A Moral Exercise 70
Exercise: Morality and Your Leadership Narrative 72
Key Points 75
Chapter 4: Ethics 77
Difficult Decision: Hip Hop Public Health and the American Beverage Association 86
The Ethics of Leading Politically 91
Waiving Ethics 94
An Exercise in Exceptions 96
Ethics and Judgement 98
An Ethics Exercise 100
Reflection Questions 101
Difficult Decision: Bigger or Better? Leading for the Enterprise at Shire Pharmaceuticals 102
Key Points 106
Chapter 5: Role Responsibilities 108
Who You Are Charged to Serve 111
Stakeholder Mapping 112
Socioemotional Role 115
Understanding Dynamic Roles 121
Difficult Decision: Breaking Thrivent When It Wasn't Broken 123
A Role Exercise 128
Difficult Decision: A Hundred Years of Picasso 131
Key Points 136
Chapter 6: Using the Triangle to Make Difficult Decisions 138
The Tissue Test 143
Triangle Touchpoint: Brilliant Jerks 145
Key Points 149
Chapter 7: I Think I Know What I Think; Now What? 151
A Decision-Making Process 151
Difficult Decisions: The Best Play for Best Buy 155
A View, A Voice, A Vote, or a Veto 164
Delegating 167
Facts vs. Feelings 169
Tools and Muscles 171
Key Points 173
Afterword
Acknowledgments 176
About the Author 180
Endnotes