A WALL STREET JOURNAL BEST-SELLING BOOK
NAMED BY THE WASHINGTON POST AS ONE OF THE 11 LEADERSHIP BOOKS TO READ IN 2018
Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership examines todays leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that todays leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military.
In building their argument, Dempsey and Brafman introduce several concepts that illuminate both the vulnerability and the opportunity in leading today:
Radical Inclusion. Fear of losing control in our fast-paced, complex, highly scrutinized environment is pushing us toward exclusionexactly the wrong direction. Leaders should instead develop an instinct for inclusion. The word radical emphasizes the urgency of doing so.
The Era of the Digital Echo. The speed and accessibility of information create digital echoes that make facts vulnerable, eroding the trust between leader and follower.
Relinquishing Control to Preserve Power. Power and control once went hand in hand, but no longer. In todays environment, control is seductive but unlikely to produce optimum, affordable, sustainable solutions. Leaders must relinquish and share control to build and preserve power.
The principles discussed in Radical Inclusion are memorable and the book is full of engaging stories. From a young vegans confrontation with opponents in Berkeley to a young lieutenants surprising visitor during the Cold War, from a reflection on the significance of Burning Man to a discussion of challenges faced in the Situation Room, Radical Inclusion will provide you with leadership tools to address real leadership challenges.
Recenzijas
Dempsey and Brafman offer current and aspiring leaders extraordinary insights.... There is great advice in these pages based on real-world experience. ROBERT M. GATES, U.S. Secretary of Defense, 20062011
An indispensable read for anyone in a leadership position today. PATTY MCCORD, former chief talent officer, Netflix, and author of Powerful
Timely and relevant...a refreshing read! KLAUS SCHWAB, founder and executive chairman, World Economic Forum
Radical Inclusion should be on the nightstand of anyone who aspires to lead. MIKE KRZYZEWSKI, head coach, Duke University mens basketball
Such a timely message for an age in desperate need of effective leaders. FR. JOHN I. JENKINS, president, University of Notre Dame
Practical...fascinatingly counterintuitive...Radical Inclusion is the first thing Ive read that feels like a light in the darkness for America in 2018 and beyond. RACHEL MADDOW, host, The Rachel Maddow Show, MSNBC
Essential reading for leaders of all stripes. MATTHEW STEPKA, venture investor and former vice president, Google
A playbook for leadership in the twenty- first century...concise and compelling. ADAM SILVER, commissioner, National Basketball Association
| Preface |
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PART 1 THE OPERATING ENVIRONMENT |
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Chapter 1 The Digital Echo |
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3 | (12) |
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Chapter 2 The Power of Narrative |
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15 | (22) |
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PART 2 HARNESSING THE POWER OF INCLUSION |
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Chapter 3 The Economics of Inclusion: Participation, Personalization, and Purpose |
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37 | (20) |
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Chapter 4 The Cost of Control |
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57 | (10) |
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Chapter 5 The Power of Belonging |
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67 | (14) |
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PART 3 THE INCLUSIVE LEADER |
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Chapter 6 Belonging Isn't Optional |
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81 | (8) |
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Chapter 7 Connect Effort With Meaning |
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89 | (10) |
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Chapter 8 Think About What You're Not Thinking About |
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99 | (8) |
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Chapter 9 Prevent Decision Paralysis |
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107 | (14) |
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Chapter 10 Collaborate At Every Level of the Organization |
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121 | (8) |
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Chapter 11 Expand the Circle |
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129 | (20) |
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Chapter 12 The Leadership Instincts: Listen, Amplify, Include |
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149 | (8) |
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PART 4 IN INCLUSION WE TRUST |
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Chapter 13 Trust Earned Early and Often |
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157 | (12) |
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Chapter 14 Radical Inclusion |
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169 | (2) |
| Conclusion |
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171 | (4) |
| Acknowledgments |
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175 | |
General Martin E. Dempsey, named one of the most influential leaders in the world by Time magazine (2015), recently retired after 41 years of military service. During his time in the Army, he commanded various military units including United States Central Command, where he was responsible for securing U.S. interests in the Middle East and South Asia. He served in both Operation Desert Storm and Operation Iraqi Freedom, accumulating 42 months in combat. In the past five years he served as the Chief of Staff of the U.S. Army and then as the Chairman of the Joint Chiefs of Staff. As Chairman of the Joint Chiefs of Staff he was the senior officer in the armed forces and the principal military adviser to the president of the United States. General Dempsey is a 1974 graduate of West Point and has masters degrees from Duke University in literature, from the Army Command & General Staff College in military science, and from the National War College in national security strategy. He also holds an honorary doctorate degree in law from the University of Notre Dame. In 2016 he was appointed by Queen Elizabeth II as a Knight of the British Empire.
Ori Brafman is a researcher, entrepreneur, and author of three New York Times bestsellers: The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations; Sway: The Irresistible Pull of Irrational Behavior; and Click: The Forces Behind How We Fully Engage with People, Work, and Everything We Do. Brafmans unique ideas on leadership, teamwork, cultural change, and innovation have been implemented by the U.S. government, Google, Microsoft, Cisco, Intel, the Chicago Bulls, Amazon, Facebook, Family Business Network, and PWC, among others. Brafmans media appearances include the New York Times, the Washington Post, ABC News, BBC, National Public Radio, CNBC, the Wall Street Journal, CNN, Fox News, C-SPAN, and AP Video. He has presented before audiences at Fortune 500 companies, the White House, NATO, YPO, Harvard Business School, and others. Brafman is a Distinguished Teaching Fellow at UC Berkeleys Haas School of Business and a Senior Fellow at the Coach K Leadership & Ethics Center at Duke University. He holds a BA from UC Berkeley and an MBA from Stanford Universitys Graduate School of Business.
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