By J. Middleton
Via compelling rules and examples, past Authority argues that new leaders have to be convinced to legitimise themselves and problem outdated methods. they should increase a management sort that allows them to steer past the conventional limitations and constraints in their enterprises.
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Extra info for Beyond Authority: Leadership in a Changing World
Sample text
Doug learnt a lot about leadership (as he says, “hundreds of years ago”) when he was in the Special Forces in Vietnam. He has more good advice about assessing risks when you get to the 35 36 Beyond authority outer circles: “Don’t always go for what other people say are the risks to watch out for: always assess them yourself. In Vietnam, I learnt pretty fast that the greatest risk was being around incompetent troops and commanders. ” Appreciate the differences As we have seen the partnerships multiply in the UK over the last ten years or so, we have also seen a great period of bringing in private sector leaders.
Look at what I have achieved over the years. ” They don’t take the time to ask why the form is there and what it is for. They don’t consider that, in a democracy, maybe it is quite important to allow everyone to apply for appointments. So they simply will not fill in the form. Until recently, I was an Independent Assessor of Public Appointments, there to ensure fair play. More than once, I looked at application forms that were full of empty pages, bar the final signature. They didn’t even bother to print their names underneath.
They were simply not allowed the time to acclimatize. Some, however, have fallen for the flattery and seen no need to adapt. They are simply blind to both the differences and the merits of the new world. They sometimes even sneer at whatever they are not familiar with. Here’s a small but perhaps telling example. It’s very hard to get senior leaders, private sector or not, to fill in an application form when they are applying for a public appointment. It’s even harder when it’s an equal opportunities form.
