Summary of Leadership Conversations

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Rating

7 Overall

8 Applicability

7 Innovation

7 Style

Recommendation

In this era of flat organizations, companies reward executives for doing more with less. As a consequence, managers sometimes focus on doing and forget to lead. To compound the problem, organizations often promote the best technical expert, salesperson or consultant into management and then fail to give these new executives the support they need during this arduous transition – moving from doer to leader. Leadership experts Alan S. Berson and Richard G. Stieglitz share their collective wisdom about leadership transitions. Their review is a useful reminder that leading is about building relationships – up, down, across and even outside the organization – and that frequent, meaningful conversations are an essential tool in building relationships. getAbstract recommends their approach to anyone aspiring to leadership, to new leaders struggling to find balance in this role and to those who want to help others advance.

In this summary, you will learn

  • Why the transition from individual contributor (IC) to leader is a professional transformation,
  • How to achieve this transformation and coach others through it, and
  • How to use four kinds of conversation to build your team and your leadership strengths.
 

About the Authors

Alan S. Berson is a consultant, executive coach and educator specializing in leadership marketing, finance and strategic planning. Richard G. Stieglitz has a PhD in nuclear engineering, as well as US Navy and corporate leadership experience. He publishes a leadership newsletter.

 

Summary

The Value of “Leadership Conversations”
Not everyone should be and not everyone wants to be a leader. Some people are individual contributors (IC) and some are ICs with leadership potential. Everyone – from the mailroom clerk to the CEO – has solid information, valuable expertise and good...

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