Expanding on the fresh concepts that made the first edition of Clear Leadership such a success a decade ago, Bushe brings up-to-date the tools and techniques needed to build sustaining partnerships and make today's collaborative organizations work. This fully revised edition now includes 23 skill-building exercises, dozens of personal stories and examples, and completely new chapters that add a sharper focus on ways that the original model of the four selves—the Aware, Curious, Appreciative, and Descriptive Self—can help anyone cut through the miscommunication, misunderstanding, and toxic mush dominating the workplace to achieve clarity, full engagement, and sustained collaboration.
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A wise teacher, Bushe leads us deep into the mush that constitutes so much of the non-communication of organizational life and gives us the knowledge and practical tools we can use to break through the mush and create the clarity essential to effective leadership.From the Publisher:
Hidden agendas, unresolved conflicts, crucial issues never discussed... What the author calls interpersonal mush dominates the workplace and hampers honest communication, creates misunderstanding, and prevents teams, workgroups, and entire organizations from realizing the promise of sustained partnerships and collaboration. CLEAR LEADERSHIP tackles these issues head-on, providing specific tools and techniques as well as personal stories of individuals up and down the corporate ladder who have put the principles and practices of clear leadership--beginning with interpersonal clarity and honesty--into action and thereby achieved outstanding results for themselves and their organizations.
Expanding on the powerful concepts that made the first edition a success, this fully revised edition looks beyond what it takes to lead performance, revealing the clear leadership skills required to lead organizational learning while doing. CLEAR LEADERSHIP now includes 23 skill-building exercises, dozens of case examples, and fresh thinking on learning conversations, building cultures of clarity, and the concepts of "parking reactions" and confrontation as inquiry. Completely new chapters add a sharper focus on ways the original model of the four selves--the Aware Self, the Curious Self, the Appreciative Self, and the Descriptive Self--can help us all learn from our collective experiences, avoid miscummunication and cut through the mush, and achieve clarity, full engagement, and sustained collaboration.
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