Summary of Resilient Leadership 2.0

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Rating

7

Qualities

  • Applicable
  • Eye Opening
  • Concrete Examples

Recommendation

An aerospace industry manufacturing firm with a strong reputation suddenly experienced quality-control issues. Consultants Bob Duggan and Bridgette Theurer traced the problems back to the CEO, an introvert who lacked self-awareness. His high-profile disputes with his co-owner and his two brothers added to the firm’s stress level. After Duggan and Theurer taught the CEO to heal the firm’s emotional system, its quality-control problems vanished. The authors explain the importance of a company’s emotional underpinnings and show how resilient leaders can build these systems and keep them strong.

About the Authors

Bob Duggan is an executive coach, organizational consultant and a founding member of Resilient Leadership LLC, where Bridgette Theurer is a partner and leadership coach. 

 

Summary

Resilient Leaders

Resilient leaders operate, think about challenges and lead in a special way. They are effective assets for their organizations. They stay calm amid rapid change and advancing technological challenges. They see what takes place around them with great clarity, analyze the circumstances and make decisions with conviction. They always try to:

  • “Stay calm” – Anxious organizations can’t be “nimble, innovative and resilient.” But these qualities are essential for success. Astute leaders understand that because of their high profile and status as role models, their demeanor directly affects the degree of anxiety within their organizations. The more they appear calm and in control of their emotions, the less anxious their workforce will be.
  • “Stay the course” – Resilient leaders have firm principles and resolute values that guide their actions. They aren’t reluctant to make bold moves, even if it causes ripples and resistance in the company. As wise leaders, they can distinguish “between reactive complaints,” which they ignore...

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