Fred isn’t happy. Fred’s team members aren’t happy, either. They feel like Fred doesn’t trust them. He tells them what to do constantly and micromanages their work. They feel like they have to leave their humanity at the door: their creativity, empathy, and sense of purpose. There is little sense of progress for them, either. Every day feels much like the last. Everyone complies with what they’re told to do, but there’s little passion in it. They give just enough to get by and save as much of themselves as they can for after the end-of-day whistle. Dan Pinkonce said, "at some level, leadership is about creating other leaders." Yet, it is still not clear if leaders can be developed and how. What qualities and competences make an effective leader? And how can organisations foster such qualities in their employees? Good book with lot of insights, using right language is critical in leadership. Good set of right vocab to help drive teams to thrive and deliver. In the Industrial Age, there were blue-collar workers (redworkers) and white-collar workers (blueworkers). Since all innovation starts as an outlier thought, driving consensus is bound to suppress innovation.

Leadership Is Language: The Hidden Power of What You Say-And

Here is the key difference: Thinking benefits from embracing variability. Doing benefits from reducing variability. We all know what happened next: Dunaway announced the wrong winner, the producers of La La Land came on stage to accept the award, and it wasn’t until minutes later that one of them interrupted the celebrations to announce Moonlight as the real winner. The book layes out some fundamental language principles for leaders by presenting both academic studies and case studies.Ways to prevent workplace alienation include transparent communication, an open-door policy and employee recognition programs. Learning the language of leadership Some of our core company values are ‘grit’ and ‘simplicity,’ [so] I use phrases without a lot of fluff to motivate team members – phrases like, ‘Let’s do this,’ ‘Keep doing what you’re doing,’ and ‘We are laser-focused on XYZ,'” he said. In September 2015, a container ship named El Faro set sail from Florida to deliver goods to Puerto Rico. The ship maintained its usual route, despite warnings from the crew about treacherous conditions caused by Hurricane Joaquin. The dangerous waters were insurmountable. El Faro sank off the coast of the Bahamas. You’ve just engaged in the two primary modes of human activity: thinking and doing. You thought about where you wanted to go, and then you went. In your private life, you switch between these modes several times a day. Everybody does. But in the working world, most of us are categorized as either thinkers or doers. That’s because most companies are still run according to models developed in the Industrial Age. Above all, the promise of this book is to reveal not only the new plays appropriate for today’s challenges but also their underlying structure, the logic behind them, and how to use them with your team. Once you understand not only what to say but why and how, you will be able to find the right language for any situation. This will help establish a more effective working environment, leading to better outcomes across the board and a more satisfying and meaningful work experience for everyone in the organization.

Leadership Is Language Book - David Marquet

I did like Turn the Ship Around more, but that book was more about the story and less about methodology and this one focused mostly on the methodology. The book got a bit slow in the second quarter, but the explanation of the methodology, blue-green work and shifting between it was very good. I think the book could have benefitted from adding additional real-life case studies, most of the story was focused on one story about a cargo ship (El Faro 2015) pershing in storm due to leadership failures and others were generic. Also I think that building the theory justification around Taylor's Scientific Management was a bit stretch and not neccessary. Another standout aspect of the book is its exploration of the role of questions in leadership communication. Marquet argues that asking the right questions can lead to better problem-solving, increased employee engagement, and a stronger sense of ownership. He introduces the concept of "intent-based leadership" and provides practical techniques for engaging employees in meaningful dialogue and decision-making. Another outstanding book from Marquet – and a truly unique take on leadership that re-engineers our language. Anchored in how teams actually talk, Marquet shows leaders how to leave the Industrial Age language behind and use a different, “more blue” model going forward.” and learn the MINDSETS & SKILLS the CEOs of companies like MasterCard, Best Buy, KPMG, Audi, Unilever, Oracle, Domino’s Pizza, Kaiser, and many more use to lead their companies to the highest peaks of success!Each of these plays hinges on specific use of language, and I’ll explain in detail how to execute them in the chapters to come. But humans, unlike burgers or car parts, are variable. We can’t be divided neatly into the doers and the thinkers. Taylor’s Principles of Scientific Management needs a revamp.