LEADERS LOVE TO LEAD, BUT THAT DOES NOT MAKE THEM GREAT LEADERS.
Leaders must have "the Right View". The Right View is dependent on having "the Right Intent". This is a necessary condition for “Right Action”. Having the “Right View” does not necessarily lead to the “Right Action”. The decision, the action to succeed needs the enthusiastic support of all the people involved. This requires that in the chain from decision to intended result, all participants understand and agree with the “Right View” and are enthusiastic about the execution that is “Right Action”. That requires the leader develops the skill to communicate appealing to rational and emotional reactions of all people that participate in the execution. That is a skill leaders need to develop for “Interconnected Leadership” to work.
THE APPLICATION. Jeremy Moon CEO and Founder of Icebreaker
November 7. 2010. From interview with Jeremy Moon. He set up Icebreaker 15 years ago in New Zealand, now with an annual turnover of around 12o million dollars, a doubling over the last three years during the financial melt down. His view of “Right View”, “Right Way”.
May 26, 2009. Dear Laurens. I love your book “The Leader’ Way”. Briefly, I’m a 39 year old New Zealander who 14 years ago founded an ethical, design led company producing sportswear using pure fine merino wool. We now sell in 30 countries. I have deep beliefs, which are aligned with the philosophies in your book. I have read aloud excerpts to some colleagues and they loved it. Thanks for the contribution you have made to me, and to business in general with this wonderful book. Jeremy
March 22, 2010. Dear Laurens, Three weeks ago I held a summit for 50 leaders and future leaders at Icebreaker in New Zealand. As we considered our way forward, we were listening for 'the right view' before we chose 'the right way'. Everyone was given a copy of your book prior so it was fun to put it into practice. It was a very helpful theme, which meant a lot to people. Jeremy
For more information read www.time.com/time/magazine “icebreaker“ March 22, 2010
Great leaders are curious and their minds are like sponges in soaking up new knowledge and not like “
Chapter One: Taking The Right View
Chapter Two: Doing the Right Thing
Chapter Three: Training the Mind:
Simple Techniques for Busy Leaders
PART II: LEADING YOUR ORGANIZATION
Chapter Four: The Leader’s Purpose
Chapter Five: Creating Profit, Jobs—or Happiness?
Chapter Six: Doing Business Right
PART III: LEADING IN AN INTERCONNECTED WORLD
Chapter Seven: The Challenge of Globalization
Chapter Eight: Entrepreneurship and Poverty
Chapter Nine: The Responsible Free Market Economy