1. multipliers. How to turn on people’s intelligence (Liz Wiseman, FrancoAngeli editore, 276 pages)
Why read it
How many of you would agree that the vast majority of the workforce possesses far more skills, creativity, talent, initiative and resources than the workplace allows or requires? Stephen Covey, the American author, entrepreneur and speaker who edited the introduction to this book, poses this question in his seminars. The answer is always positive 99% of the time, which is a testament to how underutilized people feel.
Therefore, companies that will be able to leverage the intelligence already present in their organizations will be able to compete better and perform better than their rivals. That is the thesis of Liz Wiseman, author of the international bestseller multipliers. How to turn on people’s intelligence. A book that teaches what the leadership paradigm must look like in order to access the intelligence and potential of people in organizations. Explain why some leaders know how to create genius around them while others just consume skill and intelligence. As Peter Drucker explains, in the 21st century the most important resource for an organization, be it business or not, will be its knowledge workers.
● There is more intelligence in our organizations than we use;
● The future leader must be a multiplier, ie a person capable of increasing the intelligence and productivity of their employees. The multiplier leader is the opposite of the diminisher, ie a leader who crushes people towards him;
● The most important contribution that management must make in the 21st century is to increase the knowledge productivity of employees.
Who is the author
Liz Wiseman is CEO of Wiseman Group, a leading research and development company headquartered in California’s Silicon Valley, working for Apple, AT&T, Disney, Facebook, Google, Microsoft, Nike, Tesla and Twitter. Recognized as a Top 10 Leadership Thinker in the World, she writes for Harvard Business Review, Fortune, and a variety of other business and leadership magazines.
2. Twelve and a Half: Harnessing the Emotional Ingredients Necessary for Business Success (Gary Vaynerchuk, Harper Business, p. 222)
Why read it
Have you ever wondered why you want to be number one, a CEO? Instead, why not be number two, number three, or number twenty-seven in your organization? Perhaps you could be more successful as an employee, an influencer, or as a founder of your own business. Maybe you’re trying to be what you’re not. It’s time to admit that you are not made for this role, that you are only following the ambitions of others, the opinions of those around you, and not your true values.
For Gary Vaynerchuk the concept of success varies depending on personal values. What is considered successful for one person may not be successful for another person. Anyone can be a leader, anyone with children is a leader, anyone who has a dog is a leader, anyone who has received a promotion is a leader based on a role assigned by the org chart. A manager is someone who bears responsibility and has to lead a single person. This book will help you understand how to be a better leader and how to lead.
The first part of the book examines each “ingredient” of good leadership and explains how the lack of it can affect your career. The second part instead describes some real-world situations that apply the ingredients of good leadership. This allows the reader to reflect on his reactions to challenging situations and what he should do differently than today to improve them.
● For a manager, patience is a fundamental skill when negotiating the purchase of goods or services, patience while waiting for the new hire to develop full capacity to assume a role for which he has been hired. This is especially true in a fast-paced business world where it seems that going slow is a waste of money. Patience and ambition, these are the keywords for a manager who must accompany his operational tasks with clear and transparent communication, honest with his employees;
● Many companies’ potential growth is limited by the lack of emotional intelligence of their leaders. This is not only a problem in the business world, but also in the sports or family world;
● Empathy alone is not enough to lead people or close a sale successfully. Honesty, trust, transparency and preparation are also necessary, but above all knowledge of our interlocutor, because before people think about and evaluate your product, they will evaluate you.
Who is the author
Gary Vaynerchuk is one of the world’s leading marketers, New York bestselling author Times and President of VaynerX, a communications company and CEO of VaynerMedia, a global media and creative agency. He is a very popular speaker and investor in companies like Facebook, Twitter and Uber. Lives in New York.
3. Welcome to Management – How to go from top performer to excellent leader (Ryan Hawk, McGraw Hill, p. 240)
Why read it
A guide to easily go from one who has excelled within a team to a team leader. The book uses case studies, anecdotes and interviews to show what qualities successful leadership should have in different professional fields. The book guides the leading aspiring reader to personal growth by providing some tools on how to lead your team to lasting success. The proposed discipline is that of personal and professional challenges and goals to be achieved from time to time. The cut is practical, a real ready-to-use manual for those who have just been appointed manager.
The challenge is to put others before you, to motivate people through action and commitment, to achieve skills and a different mindset: when the author had to deal with a heartbroken member of his team, he realized that he had no idea had what it meant “really” to be a leader. This is the remainder of the so-called “Peter Principle”: In an organization one tends to advance, move from one role to another manager until one reaches his level of incompetence. The good news? You can become a leader, leadership is not magic, but you must be aware of what it takes to lead and inspire the people who work not for us but with us towards common goals.
● Being a good manager has nothing to do with how well you did your job prior to your appointment;
● Before leading others, you must be able to follow a discipline for yourself;
● To be a great leader, you must become a “learning machine”;
● To build an effective team, you must first identify the qualities of a person you value.
● Leadership is only sustainable in a culture of mutual trust;
● Effective communication is essential for effective leadership;
● Prioritize others over your personal interests: You have a crucial role in the organization and what pleases you but not others no longer matters.
Who is the author
Ryan Hawk is a keynote speaker, author of The Learning Leader Show podcast, and careers advisor. He leads Brixey & Meyer’s Leadership Advisory Practice. He also works with teams and players from the NFL, NBA and NCCA. Welcome to Management is his first book.