How Leaders Get Good Counsel and Use it Wisely
By (author) Dan Ciampa
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Taking Advice by Dan Ciampa
Book DescriptionLeaders can find plenty of resources explaining how to give advice. But what about how to take advice? According to Dan Ciampa, too many leaders overlook this "demand side" of advice. In Taking Advice, Ciampa explains that more outside advisors than ever are offering leaders advice in increasingly costly projects. Yet as advice has become more ubiquitous, leaders have grown less satisfied with it--especially when dealing with high-stakes, unfamiliar situations that require assertive action and speed but also wise judgment. Also, leaders too often overlook help from colleagues, board members, subordinates, friends, and spouses. Good advice bridges the gap between a leader's vision and realization of that vision. When leaders fail to solicit advice or obtain it from the wrong sources, the leader and his vision suffer. By offering the broadest perspective on advice to date, Ciampa helps you avoid this scenario. He provides a topology of advice (strategic, operational, political, personal) and defines four types of advisors (expert, experienced, sounding board, partner). He also identifies the defining characteristics of effective advice takers--illustrating them with a wealth of examples from business, the public sector, and history.
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Book DetailsISBN: 9781591396680
(233mm x 157mm x 25mm)
Imprint: Harvard Business Review Press
Publisher: Harvard Business Review Press
Publish Date: 31-Jul-2006
Country of Publication: United States
Books By Author Dan Ciampa
Transitions at the Top, Hardback (May 2015)
Clear, actionable guidance toward managing a major leadership change Transitions at the Top is an insightful, informative guide to navigating a change in leadership.
Right from the Start, Paperback (February 2005)» View all books by Dan Ciampa
Aims to prepare you for the task of navigating an organization's strategy, politics, and culture.
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Author Biography - Dan Ciampa
Dan Ciampa is an adviser to leaders moving into new positions and on creating a culture that sustains new technology and operational improvements.
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