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Leadership Conversations: Challenging High Potential Managers to Become Great Leaders, by Alan S. Berson, Richard G. Stieglitz
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Conversation techniques and tools that can help strong managers become great leaders
Often the very same skills and traits that enable rising stars to achieve success "tenacity, aggressiveness, self-confidence" become liabilities when promoted into a leadership track. While managers' conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth.
- Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developing others
- Provides an action plan for boosting your personal leadership potential, as well for developing leadership skills in others
- Draws on the authors' rich experience coaching and working with leaders at a wide range of organizations, including NASA, the U.S. Navy, intelligence agencies, Boeing, Gillette, Bausch & Lomb, and Georgetown University
Leadership Conversations is required reading for both high-potential managers looking to make it to the next level and leaders looking to develop their people.
- Sales Rank: #524580 in eBooks
- Published on: 2012-12-31
- Released on: 2012-12-31
- Format: Kindle eBook
Amazon.com Review
Q & A with Alan Berson and Richard Stieglitz, authors of Leadership Conversations What are leadership conversations?
Every day, people engage in four types of leadership conversations, those that: build relationships, develop others, make decisions, and take action. As people rise to higher positions, the challenges they encounter require communication skills that few leaders or managers instinctively possess and that are only now being taught in top MBA and executive training programs. Leadership Conversations shows people how to engage in conversations that create connection and alignment, integrate multiple viewpoints, and produce superior results.
How is a management mindset different from a leadership mindset?
Those having conversations with a leadership mindset address possibilities, encourage the exchanges of ideas, and create learning experiences--they focus on the bigger picture, strategy, and long term vision. Those having conversations with a management mindset process information, evaluate alternatives, complete tasks, and meet deadlines--they get things done. As an example, if the completion date for a project was today, a management mindset would be most effective--the conversations focus on finishing the job. On the other hand, discussing strategic possibilities is best done with a leadership mindset that encourages creativity and free-thinking. People speak with bosses, peers, direct reports, and other stakeholders frequently, but too often their conversations use one mindset when the other is appropriate. Leadership Conversations shows how to blend the two mindsets in ways that are appropriate to both a person's position and the situation at hand.
Why are leadership conversations important?
People whose careers get stuck or suffer bumps tell us they wish they could go back and do things over. Leadership Conversations is about succeeding the first time, helping you and the people who work for you to prepare for the future and get things done today. The book presents concepts, case studies, and practical tools to show people how to hold better, more effective conversations that align followers and leaders. It also provides an assessment that measures your leadership and management strengths and guides you to prepare a personal action plan. The book is designed for those looking to advance into top leadership roles, as well as those looking to mentor rising stars.
What would you recommend to a high-potential manager looking to improve leadership skills and conversations?
Engage three perspectives in your leadership conversations. (1) Exchange ideas: Each person presents their ideas, states their positions and intentions clearly, and provides pertinent facts for others to consider. (2) Understand others: Each person asks questions to understand the points that others have made, as well as the context and emotions behind them. (3) Explore possibilities: People consider the what-else-is-possible aspects of a topic in context with the bigger picture. Conversations with the third perspective frequently combine ideas in bold, innovative, and valuable ways. Few people consciously use all three perspectives, yet the ability to employ each of them is a shared trait of great leaders.
Review
“In their brilliant new book, Leadership Conversations, Alan Berson and Richard Stieglitz offer proven methods, instructive examples, and provocative questions that enable leaders to engage in more meaningful conversations—the kinds of conversations that produce innovative solutions, cause deep self-examination, and stimulate disciplined development. I highly recommend this book to leaders at all levels. When you apply the principles and processes in Leadership Conversations it will transform your relationships and your business.”
—James Kouzes, coauthor of the bestselling The Leadership Challenge, and Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
“Leadership Conversations is a powerful tool executives can add to their arsenal to help them connect with their followers, thereby bringing their own unique philosophy into practice to meet today’s critical leadership challenges.”
—Jason Wingard, Ph.D., vice dean of executive education, the Wharton School of the University of Pennsylvania
“Leadership Conversations gets at the essence of leadership versus management and is a critical read for managers who must develop leadership skills. The ultimate lesson is recognizing and learning what you don’t know.”
—Donald E. Stone, Jr., PE, CEO, Dewberry
“Grounded in a belief that leaders need to master themselves, credibly lead work, and manage human systems, Leadership Conversations is a great resource for coaches and leaders alike. Coaches would do well to share it with the leaders they coach, as it offers thought-provoking ideas, tips, and ways to rethink and reimagine leadership, all aimed at greater well-being and success.”
—Christine Wahl, M.A.Ed., MCC, founder, leadership coaching program, Georgetown University
“In our time-constrained world, full of electronic communications, it is more important than ever for an aspiring leader to be able to conduct face-to-face conversations that unite organizations and make things happen. Leadership Conversations explains how.”
—Robert Wray, Rear Admiral, US Navy
“Leadership Conversations is an excellent framework for executives to use worldwide in leadership training programs. It encourages grounded thinking around leadership and is a practical guide for developing leadership skills and discovering and forming one’s authentic leadership style.”
—Carol Roche Austin, head of human resources, Permira Advisors LLP
“Leadership Conversations is a practical and valuable book. The leadership and communication principles are presented in a clear manner that is relevant to leaders at all levels. The real-world insights will help readers be more effective leaders, driving high performance and success.”
—Tom Mutryn, EVP and CFO, CACI International
“Cultivating leaders is key to the growth of any organization. Leadership Conversations translates years of experience into an easy-to-follow road map to help identify leaders and push them to reach their maximum potential.”
—Ed Erhardt, president, global customer marketing and sales, ESPN
“Katerva's rapid rise to a world stage, with its thought leadership in sustainability, could not have happened without following the principles in this book. Leadership conversations are the key to creativity and can spur global innovation.”
—Terry Waghorn, founder and CEO, Katerva
“With multi-national operational challenges, I need practical advice that I can implement quickly. Leadership Conversations delivers with examples and guidance on how to have effective conversations.”
—Wesley J. Johnston; EVP and COO, Americas; Dimension Data
From the Inside Flap
Whether you're newly-promoted into your first management role, an established veteran of the C-suite, or somewhere between, your most powerful skill as a leader is the ability to hold effective conversations.
After a promotion to a management or leadership role, most people struggle with how to leave behind former priorities and mindsets. Leadership Conversations defines and distinguishes the very different mindsets of management and leadership, and how priorities must shift between them as you move up the corporate ladder. By clearly understanding a leader's need to balance execution with vision, you will learn how to create connection and alignment with direct reports and across an organization.
Leadership Conversations details the four types of conversation every leader must effectively master, conversations that:
Build Relationships, mastering emotional intelligence, connecting with followers to align goals, and fostering a culture of transparency and honesty
Develop Others, driving long-term growth, mentoring and recognizing people, leading high-potential managers, and ultimately celebrating their successes
Make Decisions, integrating facts, developing solid judgment, stimulating innovation, and asking great questions that create alignment
Take Action, developing vision, allocating resources, and measuring performance, all while eliminating assumptions and drawing followers into unified action
Leadership Conversations includes tailored advice for leaders at every stage—from the first-time manager to the senior executive who converts vision into strategy—so that you can identify and perfect the core communication skills of your role. For managers of managers and executives in mentoring roles, the book offers concrete advice on how to hold conversations that develop leadership skills in others.
Rich with real-world examples and tactical guidance, Leadership Conversations is required reading for both high-achieving managers looking to make it to the next level, and leaders hoping to develop their people.
Most helpful customer reviews
13 of 16 people found the following review helpful.
Aspirational, motivational, but not practical
By Douglas B. Moran
Although I agree with much of what this book advocates, I found the presentation to be very ineffective. First, while it constantly repeats the same high level principles (management vs leadership, need for communication), it rarely gets to the sort of details that would provoke me to actually think about what is being said (rather than accept/agree). Second it lacks the sort of stories that are memorable. For most people, both of these are important for internalizing the message or lesson so that it pops into their minds when needed during everyday activity (rather than being remember too late to be truly effective). Third, the breakdown of the principles into tasks is still so high-level and generic (and blindingly obvious) that it does little to give the reader a running start.
The purported "case studies" cited in the promotional materials are nowhere to be found. Although the stories in the book may have been inspired by real events, they have been so abbreviated and simplified that they have no utility or credibility. They are indistinguishable from trivial parables that a speaker might create to put on a PowerPoint slide to reiterate the prior points. Actual case studies have a level of detail, complexity, sophistication and difficulties that make the readers think hard, not simply nod their heads in acknowledgement.
Similarly, the book is populated by impossibly idealized people. Virtually everyone is virtuous, cooperative and well-intentioned--the problem is simply one of poor communication (the title and focus of the book). Once the problem is pointed out to them, they immediately accept the suggestions wholeheartedly and everything is immediately resolved. It wasn't until page 179 that the book briefly exited the Care Bear universe: A CEO capriciously rejected an opportunity at a $350M project by refusing to authorize a 7.5% discount on the first 2% of the project, and in doing so, demonstrated that he didn't understand the basics of how his company's primary customer budgeted and awarded such business.
Similarly, the purported conversations around serious misunderstandings are reduced to a few contrived, stilted sentences that you are likely to hear only from New Age psychologists during role-playing. Or dripping with sarcasm.
In my career, I saw many of the problems mentioned in this book: some mine, some by bosses, some by those who reported to me. Would the book have helped? No. It offers far less than my (mediocre) training courses, and far less efficiently. Nor would it have helped me improve my mentoring of others. Remember that I am in agreement with the principles and message of this book--this is not about disagreeing, but finding the presentation to be not useful (ineffective).
When I read a book, I think not only about whether to recommend the whole book, but whether there are sections--chapters or even a few pages--to recommend. I marked nothing. However, recognize that the incessant repetition of this category of books often so desensitizes the reader (me) that he could miss an instance where the message is well done.
For someone in an unsupportive environment, this book helps "see the forest for the trees" and provides some motivation and support. But since this book assumes a very different environment -- one that is potentially highly supportive -- it could badly mislead people into wasting time on a toxic environment.
I found the few "stories" to often be unrepresentative of my experience. For example, the big "story" about recognizing employees was about a woman who desperately wanted to avoid recognition. My experience was the biggest problem was how to recognize people who had made a recent big improvement in performance--with my goal being to encourage them to continue at that level--without antagonizing the people who worked steadily at a high level. The next was how to recognize in meaningful ways support staff--people who made others more productive and who kept things from going wrong.
The authors are management coaches and the book clearly shows that bias. In addition to the above biases, it is also heavily focused on meetings and situations where such a coach might reasonably be present, oblivious to all that happens in the vast amount of time between such meetings.
As is characteristic of business/management books, you should be prepared to read the same thing over and over and over with little or no variation. Since I see the primary positive of this book as motivational rather than how-to, if you do decide to read it, you probably want to spread out the reading of the chapters.
-- Douglas B. Moran
7 of 8 people found the following review helpful.
Gain the Keys to Successful Conversations - Anytime
By Julia Miller
The power of this book lies in the fact that the writers have applied years of their teaching and business experience and distilled it down to a very practical process by which to engage anyone in a meaningful conversation. So often we enter into conversations with others and do not have a clear road map of how what we want to accomplish or if we do know what we want to accomplish we are not sure how to engage the other people in the conversation in a way where all parties can align and clearly understand differing perspectives. The books 2 X 3 X 4 Leadership Conversation model is a powerful tool for helping a manager, community leader, academic or anyone in a working environment align forces for better outcomes for the organization, the team and themselves.
The Personal Assessment Test and Plan which are a part of the book provide a consolidated understanding of personal assessment. With this knowledge you can be prepared to enter into any conversation and achieve a positive outcome by mastering the tenets of the book.
The layout of the book into six main areas make it digestible subject matter and you can go back and reference topics which you want to work on or review overtime.
This book is ideal for any person who is interested in having more productive and aligned conversations with those who they work and play with in life.
4 of 4 people found the following review helpful.
Good discussion on the road often traveled by managers and leaders
By Erik Gfesser
The content of this book centers around different types of leadership conversations: to build relationships, to develop others, to make decisions, and to take action. A discussion on management versus leadership begins the text, and a discussion on how the reader might take next steps within the context of personal level within the management and leadership hierarchy ends the text. The content is broken down well into chapters consisting on average less than ten pages each, and comprises some of the most organized content that I have recently seen in business publications.
For my personal consulting career, the following chapters were probably the most appreciated: chapter 4 ("Where Do You Stand on the Leadership Ladder?"), chapter 16 ("Develop Your Judgment Gene"), chapter 18 ("Be Curious - Ask Great Questions"), chapter 21 ("Planning Successful Actions"), chapter 22 ("When Things Change"), and chapter 23 ("Lessons from Success and Failure"). Apart from chapter 4, which falls in the introductory section, the rest of these chapters fall in part 4 ("Conversations to Make Decisions") and part 5 ("Conversations to Take Action") of the text.
In my opinion, the title of this book along with the summaries that I had read prior to acquiring this book are somewhat misleading, which is in agreement with some other reviewers here. Quite simply, there are very few actual examples of dialogue provided. So although there is some good content, the practical aspect of much of this content simply does not stand on its own. If you have read similar books in this genre, and especially if you have some level of management or leadership experience, the content provided by the authors will be much more easily applied, as long as you are willing to dig at the content a bit.
One of the more interesting aspects of this book is that "leader" is seen to be a step up the typical organizational ladder from "manager". My consulting career views these functions differently, with "manager" typically corresponding to title, and "leader" typically corresponding with role. Essentially, what this means is that anyone can be a leader regardless of title. Manager functions can be situational as well depending on consulting assignment, but these are typically reserved for clients, since the bulk of the work is typically performed by leaders, and management functions at the project level are typically not deeply engaged.
Readers should be aware that this book centers around the traditional organizational structures created by consulting firms decades ago, updated for the modern workplace. Chapter 4 explains the "first-line manager", "manager of managers", "executive leader", and "CXO leader" maturity levels for managers and leaders well, synching up each of these levels with the four different types of leadership conversations mentioned previously (building relationships, developing others, making decisions, and taking action). Based on the presentation, my experience falls within the first two maturity levels.
The discussion in chapter 16 expands this earlier discussion to explain how each of these maturity levels tackle what the authors indicate are the six decision-making elements that leaders do well every time: defining the problem, identifying the alternatives, evaluating pros and cons, assessing risks, acquiring resources, and producing results. Within this discussion, the authors argue that from their experience, leaders who consistently make good decisions teach their people to use a structured and repeatable process to make decisions, which might provide a sanity check for readers who work with those who seem to think that this is not the case.
Chapter 23 provides what I consider one of the more important personal take-aways. "Most leadership decisions are made at substantially lower confidence levels. The opportunity cost of gaining near certainty is generally too high compared to the benefits (when lives are not at stake). Ask your team what would be an adequate confidence level, have conversations about the completeness and reliability of the information you have, and then make the decision and take action. Operating in the leadership mindset, let your people figure out the details as they move forward with the actions. Toggling between a leadership mindset and a management mindset in making decisions and trusting people is difficult for some technically minded executives. Yet they must do so to inspire their high potentials into action."
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