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The First Two Rules of Leadership. Cottrell David
Читать онлайн.Название The First Two Rules of Leadership
Год выпуска 0
isbn 9781119282952
Автор произведения Cottrell David
Жанр Зарубежная образовательная литература
Издательство John Wiley & Sons Limited
PRAISE FOR THE FIRST TWO RULES OF LEADERSHIP
“Leading this way will result in an engaged, inspired, and highly productive team while also being more fun and fulfilling for the leader.”
“Simple, practical, and profound rules to help you become a great leader. A must read for any leader.”
“David Cottrell's latest book is a must read for any leader. It simplifies the complexity of leadership into two simple rules. Read, then implement and get ready for sustained leadership success.”
“This book simplifies the complexities of leadership and helps leaders lead with clarity, integrity, and focus.”
“David Cottrell shares valuable insights on how to be the leader others will strive to emulate. With acumen and sincerity, The First Two Rules of Leadership succinctly lays out a sustained methodology for hiring smart, coaching performance, and leading with poise.”
“Two simple rules of leadership that will improve your effectiveness as a leader..”
“This book simplifies the complexities of leadership down to two logical, necessary rules: Make smarter decisions and lead with class.”
Cover design: Wiley
Copyright © 2016 by David Cottrell. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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Library of Congress Cataloging-in-Publication Data:
Names: Cottrell, David, 1953- author.
Title: The first two rules of leadership: don't be stupid, don't be a jerk / David Cottrell.
Description: Hoboken, New Jersey: John Wiley & Sons, Inc., 2016. | Includes index.
Identifiers: LCCN 2016023291 (print) | LCCN 2016031883 (ebook) | ISBN 9781119282808 (cloth) | ISBN 9781119282822 (pdf) | ISBN 9781119282952 (epub)
Subjects: LCSH: Leadership. | Interpersonal relations.
Classification: LCC HD57.7 .C6767 2016 (print) | LCC HD57.7 (ebook) | DDC 658.4/092–dc23
LC record available at https://lccn.loc.gov/2016023291
INTRODUCTION
Every day thousands of people quit their jobs. They reach their limit and realize that enough is enough. They bid farewell to friends and co-workers. They exit a familiar, comfortable place and enter an unknown territory – new job, boss, peers, and environment. They are convinced that the unknown has got to be better than the current situation that they know all too well. They believe that anything, anywhere, would be better than where they are.
So, they leave.
During their last day on the job, they have an exit interview with human resources and are asked: “Why are you leaving?” They respond that they will be paid more at the new job, the benefits are better, the new job is closer to home, or the hours are better.
In most cases, this is not the whole picture.
If you believe the exit interviews, great people leave good organizations to start over someplace else because of money or for more advancement opportunities. Why would they say anything else? After all, the person leaving doesn't want to burn any bridges and has nothing to gain by telling the whole truth. Instead, they give reasons that are believable, but not accurate. Most exit interviews do not uncover the whole truth.
Occasionally, the difference in money is significant enough to warrant a move, but most of the time it's not about money or career advancement. Money is only one piece of the puzzle, and perhaps a small one at that. Most people want more than just a paycheck – they want to feel good about where they work, who they work with, and what they accomplish together as a team. In one survey, 89 percent of leaders stated that they believed employees leave because of money.1 Yet in a parallel survey of employees who left organizations, 88 percent of people said they left for reasons not related to money.2 Let those statistics sink in…only 12 percent of people left because of money. In another recent study of 17,000 people, less than 10 percent cited compensation and advancement opportunities as the most critical aspects of a job.3
Consider the situation from the perspective of the interviewer: When you interview someone for a position and ask them why they are considering leaving their current job, what do they say? Have you ever heard anyone say, “Because you are going to pay me more”? Probably not. The most common response is something like, “Because my efforts and contributions aren't appreciated where I'm currently
Leigh Branham,
This 2011 study was conducted by PDI Ninth House and included data from 2006 to 2010. Some of the results were published in Tom Daniel, “A Long Engagement: How to Retain Top Performers,”