The trusted executive : nine leadership habits that inspire results, relationships and reputation

John Blakey

"The topic of trust has been a much discussed issue since the recent global financial crisis. However, the business world's response has lagged behind and trust in organizations and corporations remains low. This book helps leaders create a trust-building strategy for a globalized, technology-enabled, diverse, and increasingly skeptical world. Through coaching exercises and interviews with CEOs, combined with academic research, The Trusted Executive provides the tools to build trust through three key areas: ability, integrity, and benevolence. It explains how to develop and measure organizational trust, handle trust violations, and manage a constantly changing work environment and diverse workforce. Moving from self to organizational transformation, chapters show leaders how to set their organizations on a path to achieving a better reputation, more sustainable operations, and creating a structure and ethos that supports trustworthy behavior on all levels. "--

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Year of publication:	[2016]
Authors:	Blakey, John
Publisher:	London : Kogan Page
Subject:	Personalführung \| Leadership \| Führungspersönlichkeit \| Leadership personality \| Vertrauen \| Confidence \| Unternehmen \| Führungskraft \| Führung
Description of contents:	Table of Contents [gbv.de]

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Extent:	xii, 225 Seiten Illustrationen
Type of publication:	Book / Working Paper
Language:	English
Notes:	Machine generated contents note: About the author -- Foreword by Paul Polman, CEO, Unilever -- AcknowledgementsIntroduction: 'You're too nice, Blakey'Part I Trust lost and trust regained01 A broken model: The blue pill vs the red pill -- Traditional measures of business success: single bottom line -- The traditional role of the executive leader: untrustworthy agent -- The red pill: transparency -- Impacts of transparency -- A broken model -- Points to ponder02 The three pillars that inspire trust -- The future measures of business success: triple bottom line -- The future role of the executive leader: trusted steward -- Trust and trustworthiness -- The three pillars: ability, integrity and benevolence -- Trust regained -- Points to ponder -- Executive leader interviews: Jane Tozer, MBE, OBE, portfolio nonexecutive director, UK; and Ruslan Vasyutin, Chairman of the Board at Jupiter Life, Vienna Insurance Group, UkrainePart II The nine habits that inspire results, relationships and reputationIntroduction: Making a habit out of trustworthiness03 Pillar 1: Habits of ability -- Choosing to deliver -- Choosing to coach -- Choosing to be consistent -- DO HB CHECK self-assessment: Habits of ability -- CEO coaching session04 Pillar 2: Habits of integrity -- Choosing to be honest -- Choosing to be open -- Choosing to be humble -- DO HB CHECK self-assessment: Habits of integrity -- CEO coaching session05 Pillar 3: Habits of benevolence -- Choosing to evangelize -- Choosing to be brave -- Choosing to be kind -- DO HB CHECK self-assessment: Habits of benevolence -- CEO coaching session06 Cracks in the pillars -- Making mistakes -- Cracks in Pillar 1: Ability -- Cracks in Pillar 2: Integrity -- Cracks in Pillar 3: Benevolence -- Points to ponder -- Executive leader interviews: Ingrid Riddervold Lorange, CEO Global Shared Services, Telenor Group, Norway; and Daniel Gorosch, Managing Director, JLL, SwedenPart III The wider context07 Organizational foundations -- Goals, measurement and reporting -- Ownership, governance and structure -- Regulation, PR and CSR -- Scale, processes and systems -- Remuneration and incentives -- Points to ponder -- Executive leader interviews: Geoff McDonald, Ex-Global Vice President, Unilever; and Jane Frost CBE, CEO, The Market Research Society, UKConclusion: 'Well done, Blakey' -- Time to make a choice -- Seizing the prize (or not) -- The end of the beginningAfterword -- Index
ISBN:	978-0-7494-7422-5 ; 978-0-7494-7423-2
Source:	ECONIS - Online Catalogue of the ZBW

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