The Promises of Giants: How YOU can fill the leadership void --THE SUNDAY TIMES HARDBACK NON-FICTION & BUSINESS BESTSELLER--

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The Promises of Giants: How YOU can fill the leadership void --THE SUNDAY TIMES HARDBACK NON-FICTION & BUSINESS BESTSELLER--

The Promises of Giants: How YOU can fill the leadership void --THE SUNDAY TIMES HARDBACK NON-FICTION & BUSINESS BESTSELLER--

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But Amaechi is a giant in another, more significant sense. After retiring from professional basketball, he became a psychologist. He wanted to explore and share two life-changing abilities that he’d discovered on his journey to success – both on and off the basketball court: the first was that he had the power to tap into his own potential. In fact, everyone does. No matter who you are, what you do, or where you sit in your workplace’s organizational chart, you’re like Amaechi: a giant. Whether you realize it or not. The book is extremely well written. Mr. Amaechi shares lots of examples from his work, his workshops and his own life. He bares his soul and ask that the reader do the same. The author John Amaechi is a former NBA player turned psychologist and management consultant. Being 6'10" tall and bulky, John is considered as a giant. As a giant, even the slightest swing of your arm or jerk of your elbow can give an unsuspecting passerby a bloody nose. Hence giants need to be extremely cautious and mindful of even the slightest move they make. Leaders are like giants - and need to be so by choice. Every behavior of theirs has huge impact on people around them - their words, their body language, their actions, decisions etc. So like giants, leaders need to be cautious and self-aware of every behavior of theirs. And leaders can do so by making certain promises to uphold certain leadership principles. In this book, John takes us through 14 such promises. The 2021 Porchlight Leadership & Strategy book of the year is The Promises of Giantsby John Amaechi.

THIS IS ONE OF THE MOST POWERFUL BOOKS EVER WRITTEN ABOUT LEADERSHIP.” Adam Grant, #1 New York Times bestselling author of THINK AGAIN and host of the TED podcast WorkLife But that’s bunkum. That’s not how it works. The most lasting interactions are seldom planned, and you will rarely know which will be the most consequential. Think about your own life and career, and you’ll see that this is true. When we reflect on mentors or managers who’ve inspired and shaped us, we rarely think first of their performance in formal or familiar situations—the sales meeting speech or the annual performance review. We remember how they treated us in everyday moments or unexpected periods of strife. THIS IS ONE OF THE MOST POWERFUL BOOKS EVER WRITTEN ABOUT LEADERSHIP. Adam Grant, #1 New York Times bestselling author of THINK AGAIN and host of the TED podcast WorkLife Creating an emotional environment where people can thrive is everyone’s responsibility and particularly that of leaders, because we need our people to deliver consistently and at high levels. So what could be more important than allowing people to focus exclusively on external battles against competitors, disruptive agents, marketplace threats, and sociopolitical change? You can either have them focused on that, or you can have them constantly ruminating and worrying, churning and burning energy, worried about the last interaction with their colleague or manager.

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If you want to transform those environments to support success, you need to make some promises – to yourself and to others. These blinks will guide you through seven of those promises, so that you can actively support yourself in reaching your full potential, while helping others do the same. But, as Uncle Ben warned, with great power comes great responsibility. The onus of being a giant is unyielding. It requires vigilance from the second you begin your morning commute. We are predisposed to believe in pivotal moments—the idea that we will be able to predict and prepare for the most significant events and interactions. We’ll see these moments as they approach at a measured pace. Some will even be booked in our calendars well in advance. And because we were ready and recognized the importance of the moment, we will handle it with aplomb, give a textbook response—we’ll be amazing.

It is past time that we reverse this trend toward the dehumanization of our workforce and start tapping into the unique talent that is right under our noses. To do this—to recognize the potential that lurks beyond job description—requires that we see every person as an individual and act in ways that are tailored to their individual needs. It requires that we take the emotional labor of work every bit as seriously as the technical labor. In one exercise he shared, the audience is asked to jot down the words they associate with a) LGBT+ and B) women. Then they are asked to jot down the words others think about the same topic. This is an eye-opening exercise. It shows how deep our biases run. Leadership is a promise to support people not only through the inherent demands of work but also through the unique challenges that we put forward to stretch and develop them. Whether they meet those demands and challenges is not determined by output alone. As leaders, we promise to assess effort, process, diligence, and the individual’s willingness to learn, adapt, and grow into a true colleague and, in time, a fellow custodian of the culture.Hochschild noted that emotional labor in the workplace has traditionally been expected from women more than men—the idea being that emotional moderation of any environment is a woman’s burden. It is a ridiculous notion but one that has proven durable. Recall the word association experiment discussed in Chapter 4 and the descriptors that people used to capture their views of women in the workplace—words around nurturing and caring and mothering. From socio-political chaos and workplace disruption to the climate change crisis, we have never needed people with the skill and will to collaborate to create a better world more than now. We need people who are willing to fill the leadership void. People who will embrace the influence they have. People who believe in improving society and workplace culture - not only because it makes life better, but because it is proven to yield positive results. John Amaechi, author of The Promises of Giants, has written an insightful, comprehensive guide – a series of promises we should all make to ourselves and others – if we want to make the world a better place. John Amaechi well understands the responsibilities and potential that come with being a giant. The Promises of Giants is the product of a lifetime spent observing and studying effective leadership - from accompanying his mother's visits to her dying patients to competing at the highest levels of professional sport, through two decades of management consulting with multinational corporations. These experiences have shown that everyone has the ability to act decisively to influence the world in a positive way. Everyone is a giant to someone.

Join John Amaechi OBE as he shares insights from his new leadership book ‘The Promises of Giants’ on what it takes to develop as a leader in an increasingly complex and challenging world. John takes us through his own experiences as a ‘giant’ and brings this to play in a thought provoking and stimulating call for leaders to step up to the responsibility of their roles. The Promises of Giants is, as its title suggests, a collection of promises. Some are made to the people you work with most intimately, and others are made to your workplace as a whole. But we start with the promises that you make to yourself alone.The way we understand many role descriptions needs to shift. Whether it’s social or a job description, people seem to imagine there is a tiny, barely capable version of a person stretching to occupy that cavernous role, when in reality the idea of a giant being suffocated by a label is probably a more apt metaphor. Emotional labor means taking the time to understand individuals’ emotional needs. And that is serious, selfless work. It’s not as simple as the Golden Rule implies. That rule is more of a narcissist’s charter than good advice: Do unto others as you would have them do unto you. No. Why would anyone in this increasingly diverse, international, and connected world, imagine that how they want to be treated is a good template for the rest of the world?! The Promises of Giants is a challenge to anyone who aspires to make a difference in their environment. Over fourteen promises, it seamlessly intertwines personal anecdotes and workplace and social observation with the latest research, to provide practical, proven tips and strategies to empower you to maximize your own potential and inspire others. It is not a self-help book. It is a how-to guide for winning, rooted in the belief that the most unlikely of people, in the most improbable of circumstances, can become extraordinary. The unfortunate end result is that more workers are ascending to the middle layer without the skills or training necessary to deal with, let alone lead, other human beings. First-time managers are being elevated to that role with undeveloped competencies around motivating, empathizing with, and collaborating with people—identifying and extracting the best from them. Collectively, “middle management” is getting even worse in such areas, and it hasn’t been very good, to begin with!

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