Become an effective leader [Apr 02, 2018] Carnegie, Dale

The world is full of problems and conflicts. So why can we not solve them? According to Edward de Bono, current thinking cannot solve world problems because current thinking is itself the problem. And this is getting worse: we are so accustomed to readily available information online that we search immediately for the answers rather than thinking about them. Our minds function like trying to drive a car using only one wheel. There’s nothing wrong with that one wheel—conventional thinking—but we could all get a lot further if we used all four. De Bono examines why we think the way we do from a historical perspective and uses some of his famous thinking techniques combined with new ideas to show us how to change the way we think. If we strengthen our ability and raise our thinking level, other areas of our life—both personal and business success—will improve. De Bono is the master of the original big “concept” book and his enticement to us to use our minds as constructively as possible should appeal to a whole new generation of fans.

THE DICHOTOMY OF LEADERSHIP, Jocko and Leif dive even deeper into the unchartered and complex waters of a concept first introduced in Extreme Ownership: finding balance between the opposing forces that pull every leader in different directions. Here, Willink and Babin get granular into the nuances that every successful leader must navigate.

Mastering the Dichotomy of Leadership requires understanding when to lead and when to follow; when to aggressively maneuver and when to pause and let things develop; when to detach and let the team run and when to dive into the details and micromanage. In addition, every leader must:
· Take Extreme Ownership of everything that impacts their mission, yet utilize Decentralize Command by giving ownership to their team.
· Care deeply about their people and their individual success and livelihoods, yet look out for the good of the overall team and above all accomplish the strategic mission.
· Exhibit the most important quality in a leader―humility, but also be willing to speak up and push back against questionable decisions that could hurt the team and the mission.

With examples from the authors’ combat and training experiences in the SEAL teams, and then a demonstration of how each lesson applies to the business world, Willink and Babin clearly explain THE DICHOTOMY OF LEADERSHIP―skills that are mission-critical for any leader and any team to achieve their ultimate goal: VICTORY.

Inspiring readers all over the globe to reimagine their future, this revised and updated edition of What I Wish I Knew When I Was 20 features new material to complement the classic text.

Major life transitions such as leaving the protected environment of school or starting a new career can be daunting. It is scary to face a wall of choices, knowing that no one is going to tell us if we make the right decision. There is no clearly delineated path or recipe for success. Even figuring out how and where to start can be a challenge.

As head of the Stanford Technology Ventures Program, Tina Seelig’s job is to guide her students as they make the difficult transition from the academic environment to the professional world—providing tangible skills and insights that will last a lifetime. Seelig is a wildly popular and award-winning teacher and in What I Wish I Knew When I Was 20 she shares with us what she offers her students –provocative stories, inspiring advice, and a big dose of humility and humor.

These pages are filled with captivating examples, from the classroom to the boardroom, of individuals defying expectations, challenging assumptions, and achieving unprecedented success. Seelig throws out the old rules and provides a new model for reaching our potential.  We discover how to have a healthy disregard for the impossible; how to recover from failure; and how most problems are remarkable opportunities in disguise.