The Five Talents That Really Matter
How Great Leaders Drive Extraordinary Performance
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- $15.99
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- $15.99
Publisher Description
A former Gallup Global Leadership Research and Development leader and the New York Times bestselling coauthor of Strengths-Based Leadership demystifies the aura and complexity surrounding high performing leaders through original research and interviews with high-performing global leaders.
The leadership space is rife with myths, such as the belief that anyone can be a leader with enough effort or that a leader's strengths can be their greatest weaknesses. According to Barry Conchie and his business partner Sarah Dalton, these statements are complete BS. The Five Talents That Really Matter dispels the fluff in leadership literature, unveiling the traits and characteristics that truly determine high-performance leadership.
This book serves as a guide, stripping away misconceptions and providing a template against which career-driven managers and leaders can assess and develop their capabilities. The five evidence-based talent dimensions are: Setting Direction: High-performing leaders guide their organizations through complex situations and articulate the value that so many employees find motivational and engaging. Building Energy: Driven by a burning work ethic, Talented leaders set an exacting example. They measure progress, and recognize that the most Talented employees beneath them demand their greatest attention and support. Exerting Pressure: Talented leaders assert a clear point of view and persuasively drive change and improvement, never settling for average outcomes. Increasing Connectivity: Outstanding leaders prioritize people, establishing effective followership through purposeful and ethical behavior, and demonstrating care and concern for those they lead. Controlling Traffic: High performing leaders understand their organizations, driving superior performance by establishing protocols and guardrails while showing agility and flexibility when circumstances change.
Through meticulous research, assessment, and testing, Conchie and Dalton have built a database that predicts the talents and behaviors of the most successful leaders. In this book they present for the first the first time a scientific model that demystifies the aura and complexity surrounding high performing leaders.
PUBLISHERS WEEKLY
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.
