We rate each piece of content on a scale of 1—10 with regard to these two core criteria. Our rating helps you sort the titles on your reading list from adequate 5 to brilliant For instance, it may be offer decent advice in some areas but be repetitive or unremarkable in others. Often an instant classic and must-read for everyone. While the rating tells you how good a book is according to our two core criteria, it says nothing about its particular defining features.
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Not all researchers understand how to teach, but this pair does. Their book, Credibility: How Leaders Gain and Lose It, Why People Demand It, is an excellent choice for coaches working with new leaders or leaders moving into a new environment or role. I was once blown over by the presentation skills and warmth displayed by a new leader joining a newly merged unit. I was inspired—I would have eaten bugs if she asked me during that first month. I believed in her vision. She had lost all credibility with our unit and every change she made—good and bad—was gossiped about, discredited, and eventually discarded after she was removed from her position.
It was a huge loss for the organization and many of us felt personally betrayed. In reading this book I wanted to know how to let go of my cynicism, behave credibly and be seen as credible. New managers and leaders facing new challenges can be nervous about their new roles. This book, used with a coach, could help those leaders gain confidence and power by building their credibility.
Hopefully a person chosen for a new leadership position has already experienced great colleagueship. The book posits three foundations of credibility: trustworthiness, competence or expertise, and dynamism or conviction.
That sounds pretty straightforward, right? But they also state that leadership is a relationship and a performing art. Relationships and art are both things you can get better at.
Even the most talented artists practice and return to what they learned from the masters as they create something new. The book makes this practice so much easier by ending chapters with first steps and next steps. These also make the job of a coach much clearer. The authors are teachers; they know how to tell a good story, what stories inspire and challenge, and they know how to push the readers.
They give specifics for you to judge yourself against. Are you sharing first? Are you meeting people in their own spaces? Are you telling people what you stand for? Do you practice appropriate self-disclosure?
Are you visible and out there? Here are some ways to tell. Here are some case studies to reinforce your learning. The person whose leadership failed my organization was enthusiastic and that quality was something I responded positively to. It was not enough to carry her through to execution of her vision, however.
I have strong beliefs and convictions, so I can see that I have a place to start from. The messages in this book have been distilled well. With case studies, personal stories, and examples, the authors make it easy to see how the concepts covered have real applications. The addition of the self-reflective action steps makes it a great coaching tool.
Jossey-Bass is also a Wiley brand.
Credibility: How Leaders Gain and Lose It, Why People Demand It
Shelves: leadership-society I think this one deserves to be counted as one of the foundational leadership books; that will endure and continue to be worthwhile. Main premise is that Credibility is central to effective leadership. Loyalty is not something a boss or anyone for that matter can demand or even command. It is something the people -the constituency- choose to grant to a leader who has earned it. When you ask others for feedback, you are telling them, in effect, "I am placing my trust in you.
Credibility, by Kouzes and Posner — great for new leaders