The Prepared Mind of a Leader: Eight Skills Leaders Use to by Bill Welter, Jean Egmon

By Bill Welter, Jean Egmon

Pondering to stick prior to changeIn a posh company weather, humans intend to make expert judgements and how to imagine flexibly. A leader's most crucial asset is the facility to feel adjustments within the atmosphere and adapt to them speedy. The ready brain of a pace-setter offers an unique and powerful solution to imagine extra flexibly approximately innovation, method, switch, and challenge fixing. It is helping leaders expect demanding situations and get ready for either the meant and accidental effects of switch via laying out a software for constructing, keeping, and mobilizing 8 key abilities: gazing, not easy, Reflecting, Reasoning, Imagining, determining, studying, and educating. those talents offer a framework that the considerate chief or supervisor can use to strategy problems with method, innovation, and extra. Chapters characteristic interactive instruments that might aid readers improve all of the key skills.Bill Welter (Bartlett, IL) is President of Adaptive concepts, a consulting company excited about assisting consumers in a variety of industries to house switch. Jean Egmon (Wilmette, IL) is Director of the Complexity in motion community and at the school on the Kellogg institution of administration at Northwestern college.

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Extra info for The Prepared Mind of a Leader: Eight Skills Leaders Use to Innovate, Make Decisions, and Solve Problems

Sample text

The other frameworks for our thinking and recommendations are the ideas of opportunity space, mental maps, and anchoring concepts. The Sense-Response Cycle Whether leaders are wrestling with problems, working on strategic innovations, or running their department, they are always faced with four major and recurring issues: (1) the need to sense the environment and changes in the environment, (2) the need to make sense of this input, (3) the need to decide on an appropriate course of action, and (4) the need to act on that decision.

Putting this into practice, we have to couple intention with our preparations. ” To be prepared, you need to sense the early signals of the future and make sense of these signals, especially if they are in conflict with today’s truths. You need to be better prepared for your future problems and opportunities and to possess the skills necessary to decide on a course of action and then execute that decision. As a leader, you also need to be able to help those who work with you—customers, employees, suppliers, and other stakeholders— and prepare their minds as well.

Inspector Gregory of Scotland Yard asks Sherlock Holmes if any particular aspect of the crime calls for additional study. ”1 Arthur Conan Doyle’s enduring Sherlock Holmes has fascinated us with his powers of observation for over a century. His ability to find and make sense of the smallest clues was consistently the pivot point to solving the mystery at hand. The stories of the detective are not shoot-’em-up adventures; rather, they are stories of the power of observation. In the language of the Prepared Mind, Holmes’s opportunity space was the world of crime, and his mental map was the mind of the criminal.

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