Five talents that really matter : how great leaders drive extraordinary performance

Five talents that really matter How great leaders drive extraordinary performance

Barry Conchie

Book - 2024

"Anyone can be a leader. A leader's strengths can be their greatest weaknesses. Those statements touted in many business books. But, according to Barry Conchie and his business partner Sarah Dalton, they are complete BS. The Five Talents That Really Matter explains how high-performing leaders are talented in five essential ways. The Five Talents That Really Matter strips away the fluff in leadership and unveils and describes the traits and characteristics that actually determine high-performance leadership. These talents provide a template against which career-driven managers and leaders can assess and develop their own capabilities. The five evidence-based talent dimensions are: Direction: High-performing leaders describe a compe...lling, intrinsically good destination and help others understand that getting there will be worth the effort. Drive: This dimension hardly needs a description. We all know it when we see it: strong work ethic, tenacity, goal-orientation... being a self-starter. Influence: The ability to motivate, persuade, challenge, and change the minds of others. Relationships: People matter to outstanding leaders. They can build commitment and trust among the people they work with. Execution: Excellent leaders are obsessed with getting work done and how work gets done. Through questioning, assessment, scientific predictions, and testing, Conchie and Dalton have built a database that reveals the talents and behaviors of the most successful leaders. In this book they present for the first the first time a model that demystifies the aura and complexity surrounding high performing leaders"--

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Subjects
Leadership.
BUSINESS & ECONOMICS / Economics / General.
Published
New York : Hachette Go, an imprint of Hachette Books 2024.
Language
English
Main Author
Barry Conchie (author)
Other Authors
Sarah (Writer on leadership) Dalton (author)
Edition
First edition
Physical Description
pages cm
Bibliography
Includes bibliographical references and index.
ISBN
9780306833403
9780306833410
9780306836381
  • Preface
  • Part 1. Misconceptions About Leadership and Selection
  • Chapter 1. What People and Companies Get Wrong About Leadership
  • Chapter 2. What Companies Get Wrong About Selection
  • Part 2. Building a Predictive Assessment
  • Chapter 3. Researching the Very Best Leaders
  • Chapter 4. What Have We Learned?
  • Part 3. The Five Talents that Really Matter
  • Chapter 5. Setting Direction
  • Chapter 6. Harnessing Energy
  • Chapter 7. Exerting Pressure
  • Chapter 8. Increasing Connectivity
  • Chapter 9. Controlling Traffic
  • Part 4. Transformative Questions, Harsh Truths, and our Invitation to You
  • Chapter 10. Transform Your Organization's Selection Process
  • Chapter 11. Four Harsh Truths
  • Chapter 12. Are You an Exceptional Leader?
  • Acknowledgments
  • Notes
  • Index
Review by Publisher's Weekly Review

This competent manual from Conchie (coauthor of Strengths-Based Leadership) and Dalton--president and partner, respectively, at the management consulting firm Conchie Associates--details how executives and managers can improve their leadership skills. To determine the characteristics of good leaders, the authors collected data on 100 executives, identified what qualities they shared, and then verified the correlation between those qualities and effective leadership by comparing survey results from a different pool of executives with their performance reports. The authors found that the best leaders set goals, push for improvement, maintain flexibility in the face of setbacks, and cultivate meaningful relationships with direct reports while fostering their talents. When deciding what goals to pursue, the authors recommend that leaders consider how to make "the greatest progress with the least effort and most optimized cost." To maintain good relationships with employees, Conchie and Dalton contend that executives should be "constantly curious" about others and on the lookout for "pockets of negativity" that might "require careful engagement" (though what such engagement would look like goes unexplored). The authors' data-driven approach distinguishes this from more typical business manuals, though the guidance tends to be overly broad, if sensible. This is worth a look. Agent: Leah Spiro, Riverside Creative Management. (Aug.)

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