By Pat Williams, Jim Denney
To enhance your individual management impression, research the lives of serious leaders—you’ll locate 21 of them in Pat Williams’ most modern e-book. Member of the Basketball corridor of repute, senior vp of the Orlando Magic, and writer of ninety books, Pat Williams has committed a lot of his existence to the learn of leadership—and stocks the tales and rules of people from George Washington to Nelson Mandela, Billy Graham to Walt Disney, and Margaret Thatcher to Steve Jobs. prepared round Pat’s “Seven facets of Leadership”—Vision, communique, humans abilities, personality, Competence, Boldness, Serving Heart—21 nice Leaders will offer problem, encouragement, and confirmation in your personal management trip.
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Additional resources for 21 Great Leaders: Learn Their Lessons, Improve Your Influence
This book offers insight to put it all together—how leaders can reﬁne their skills, learn from the experiences of others, and continually improve to ultimately become better leaders. CREATING YOUR PERSONAL LEGACY Ultimately, the greatest legacy a leader can create is a dynasty. A string of good or great seasons. A reputation that endures through time. The benchmark for high performance. The hard-to-beat team that is emulated by everyone else. In business jargon, it is called a sustainable competitive advantage.
Id=WIL431243 (accessed March 13, 2009). 2. Theodore J. Crackel, West Point: A Bicentennial History (Lawrence: University Press of Kansas, 2003). 3. page=Elway_ John (accessed March 13, 2009). 4. com/players/joe-montana/ (accessed March 14, 2009). 5. htm (accessed March 14, 2009). 6. com/ teams/nwe/ (accessed March 14, 2009). 7. htm (accessed March 14, 2009). xxxiv Introduction 8. html (accessed March 14, 2009). Please also see: Nick Cafardo, The Impossible Team: The Worst to First Patriot’s Super Bowl Season (New York: Triumph Books, 2002), and Charles P.
Our ofﬁcers are committed to doing the right things and want accountability when someone isn’t. ” When teams adopt and internalize a set of standards, individuals will act in the best interest of the group. In high-performing organizations, the leader is not the sole and exclusive guardian of the organization’s standards. Everyone has a shared responsibility to maintain the integrity of the core values and standards of the team. This applies to many different environments and situations. We met a mid-level manager of a large Fortune 500 company who explained how he once handled a low-performing employee.
21 Great Leaders: Learn Their Lessons, Improve Your Influence by Pat Williams, Jim Denney