Hidden Truths : What Leaders Need to Hear but Are Rarely Told.

Cover -- Title Page -- Copyright -- Contents -- Foreword -- Preface -- Acknowledgments -- Chapter 1: Arrive Prepared -- A New and Demanding Era -- Roger Krone: Doing Your Homework -- How Did Krone Develop All These Perspectives? He Had Help -- How Do You Prepare? Go Deep and Broad -- Obvious and Not So Obvious-"Must Dos" -- Jim Kilts Arrives at Gillette With a Plan -- Gary Rodkin: What He Wished He Could Have Known -- It Helps to Be Skeptical -- Chapter 2: Avoid Half‐Truths and Misperceptions -- When Good News Is Bad Advice -- It Takes Two to Tango: CEO Are Part of the Dance around the Truth -- Examples of Damaging Half‐Truths and Withheld Information -- Know Your Shakespeare, Don't Be Like Lear -- How to Move from Partial to Whole Truths -- Tolerate Failure, Hear the Full Truth -- Chapter 3: Adopt a Constituent Consciousness -- Crazy Calendars, Myopia, and Intense Demands -- Ways to Address the Constituencies Conundrum -- It's All a Matter of Time -- Chapter 4: Start Change Management by Changing the Management -- The Allure of Changing Slowly-and the Dangers -- The Need to Make the Most of Two Very Scarce Resources: Time and Trust -- Successfully Transitioning after a Merger or Acquisition: American Airlines -- Change Requires Empathy, Clarity, and Courage -- Chapter 5: Avoid Becoming Isolated -- How Isolation Happens -- Creating Your Own Shell -- Transitioning to a Good Communications Regime -- Connecting with Boards -- Reach Out to the Right People -- Five Ways to Keep Connected -- Chapter 6: Manage the Mentorship Conundrum -- A Growing Need in Organizations -- Mentorship Roles and Responsibilities -- Board Expectations, CEO Resistance -- Mentorship Do's and Don'ts -- Chapter 7: Use Role Modeling as a Change Tool -- An Essential Change Management Asset -- Four Ways to Model the Right Message.

Modeling the Relationship Between Customers and R&amp -- D -- The Magnification Principle -- Be Careful About the Behavior You Model -- Inspiration and Instinct -- Chapter 8: Use Psychic Rewards, Not Just Monetary Ones -- Solid But Inflexible -- Informal and Formal Types -- Why CEOs Underutilize This Valuable Tool -- But Companies Can't Live by Financial Incentives Alone -- Chapter 9: Get on Board with Your Board -- Timely Factors -- Proactive, Not Reactive -- A Reflexive Reluctance -- The Reset Opportunity -- Choosing Board Challengers -- Restructuring Board Interactions -- Will Board Members Resist? -- Chapter 10: Do Good While Doing Well -- Saying One Thing, Doing Another -- Navigating the Paradox: 7 Feasible Directions -- Educate, Engage, and Question -- Creating a Good Impression -- Your World is Changing -- Going Forward with an Authentic Cause -- Chapter 11: Embrace the Value and Reality of Diversity -- Beware of Reflexive Actions -- Six Proactive Actions -- Chapter 12: Know When to Leave -- What Boards Talk About When They Talk About CEO -- Departure Times and Types -- Quick to Leave, Slow to Depart -- How to Time It Right -- Logic and Instinct -- Chapter 13: Plan a Post‐Leadership Life -- Where do CEO Go at the End of the Day? -- Why Exit Plans Make Sense for Leaders and Their Boards -- How to Find the Right Post‐CEO Pursuit -- Two Examples: A Good and Bad Post‐Departure Existence -- Chapter 14: Strive for Authenticity -- The Genuine Article -- How do you Measure your Authenticity? -- Pitfalls: How Inauthenticity Happens -- How to Communicate Authentically -- Honesty Works -- Chapter 15: Seek Truths in the Future -- Prepare for Growing Demands -- Recognizing New Realities -- CEO Can Handle the Truths -- Index -- EULA.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.