Informationen zum Autor DENNIS PERKINS is the author of Leading at The Edge and CEO of Syncretics Group, a consulting firm dedicated to helping leaders and teams thrive under conditions of adversity, uncertainty, and change. A graduate of the United States Naval Academy at Annapolis, he successfully completed his first Sydney Hobart Race in 2006. JILLIAN B. MURPHY is the Director of Client Services at Syncretics. Klappentext Drawing on the amazing story of Shackleton and his polar exploration team's survival against all odds, author Dennis N. T. Perkins demonstrates the importance of a strong leader in times of adversity, uncertainty, and change.Part adventure tale and part leadership guide, Leading at the Edge uncovers what the legendary Antarctic adventure of Sir Ernest Shackleton, his ship Endurance, and his team of twenty-seven polar explorers can teach us about bringing order to chaos through true leadership.Among other skills, you'll learn how to: instill optimism while staying grounded in reality, step up to risks worth taking, consistently reinforce your team message, set a personal example, find things to celebrate, laugh small things off, and--even in the face of extreme temperatures, hazardous ice, scarce food, and complete isolation--never give up.This second edition of Leading at the Edge features additional lessons, new case studies of the strategies in action, tools to uncover and resolve conflicts, and expanded resources.An updated epilogue compares the leadership styles of the famous polar explorers Shackleton, Amundsen, and Scott, which transcend the one-hundred-plus years since their historic race to the South Pole to help today's leaders learn valuable lessons about the meaning of true success. Zusammenfassung Drawing on the amazing story of Shackleton and his polar exploration team's survival against all odds, author Dennis N. T. Perkins demonstrates the importance of a strong leader in times of adversity, uncertainty, and change. Part adventure tale and part leadership guide, Leading at the Edge uncovers what the legendary Antarctic adventure of Sir Ernest Shackleton, his ship Endurance, and his team of twenty-seven polar explorers can teach us about bringing order to chaos through true leadership. Among other skills, you'll learn how to: instill optimism while staying grounded in reality, step up to risks worth taking, consistently reinforce your team message, set a personal example, find things to celebrate, laugh small things off, and--even in the face of extreme temperatures, hazardous ice, scarce food, and complete isolation--never give up. This second edition of Leading at the Edge features additional lessons, new case studies of the strategies in action, tools to uncover and resolve conflicts, and expanded resources. An updated epilogue compares the leadership styles of the famous polar explorers Shackleton, Amundsen, and Scott, which transcend the one-hundred-plus years since their historic race to the South Pole to help today's leaders learn valuable lessons about the meaning of true success. Inhaltsverzeichnis CONTENTS Acknowledgments for the Second Edition Acknowledgments for the First Edition Preface The Shackleton Saga Part One: Ten Strategies for Leading at The Edge Chapter 1: Vision and Quick Victories Strategy 1: Never lose sight of the ultimate goal, and focus energy on short-term objectives. Chapter 2: Symbolism and Personal Example Strategy 2: Set a personal example with visible, memorable symbols and behaviors. Chapter 3: Optimism and Reality Strategy 3: Instill optimism and self-confidence, but stay grounded in reality. Chapter 4: Stamina Strategy 4:Take care of yours...

Klappentext

Drawing on the amazing story of Shackleton and his polar exploration team's survival against all odds, author Dennis N. T. Perkins demonstrates the importance of a strong leader in times of adversity, uncertainty, and change. Part adventure tale and part leadership guide, Leading at the Edge uncovers what the legendary Antarctic adventure of Sir Ernest Shackleton, his ship Endurance, and his team of twenty-seven polar explorers can teach us about bringing order to chaos through true leadership. Among other skills, you'll learn how to: instill optimism while staying grounded in reality, step up to risks worth taking, consistently reinforce your team message, set a personal example, find things to celebrate, laugh small things off, and--even in the face of extreme temperatures, hazardous ice, scarce food, and complete isolation--never give up. This second edition of Leading at the Edge features additional lessons, new case studies of the strategies in action, tools to uncover and resolve conflicts, and expanded resources. An updated epilogue compares the leadership styles of the famous polar explorers Shackleton, Amundsen, and Scott, which transcend the one-hundred-plus years since their historic race to the South Pole to help today's leaders learn valuable lessons about the meaning of true success.

Inhalt

CONTENTS

Acknowledgments for the Second Edition

Acknowledgments for the First Edition

Preface

The Shackleton Saga

Part One: Ten Strategies for Leading at The Edge

Chapter 1: Vision and Quick Victories

Strategy 1: Never lose sight of the ultimate goal, and focus energy on short-term objectives.

Chapter 2: Symbolism and Personal Example

Strategy 2: Set a personal example with visible, memorable symbols and behaviors.

Chapter 3: Optimism and Reality

Strategy 3: Instill optimism and self-confidence, but stay grounded in reality.

Chapter 4: Stamina

Strategy 4:Take care of yourself: Maintain your stamina and let go of guilt.

Chapter 5: TheTeam Message

Strategy 5: Reinforce the team message constantly: "We are one—we live or die together.”

Chapter 6: Core Team Values

Strategy 6:Minimize status differences and insist on courtesy and mutual respect.

Chapter 7: Conflict

Strategy 7:Master conflict—deal with anger in small doses, engage dissidents, and avoid needless power struggles.

Chapter 8: Lighten Up!

Strategy 8: Find something to celebrate and something to laugh about.

Chapter 9 Risk

Strategy 9: Be willing to take the Big Risk.

Chapter 10: Tenacious Creativity

Strategy 10: Never give up—there's always another move.

Part Two: Continuing Your Expedition

Chapter 11: Learning to Lead at The Edge

Chapter 12: Epilogue: What Makes an Exceptional Leader?

Part Three: Tools for Leading at The Edge

ExpeditionToolkit

Critical Leadership Skills Survey

Your Leadership Expedition: A Personal Development Plan

Your Leadership Expedition Map

Identifying Hidden Conflicts: Conducting a Moose Round-Up

Resolving Conflicts: Lessons from the Martial Arts

Further Readings from The Edge

Notes

Index

Acknowledgments for Previously Published Materials

Opening pages of Into the Storm