Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders » (New Edition)

David L. Dotlich is president of Mercer Delta Executive Learning Center (formerly CDR International). He is former executive vice president of Honeywell International.

Peter C. Cairo is head of executive programs and leadership strategy for Mercer Delta Executive Learning Center and former chairman of the Department of Counseling and Organizational Psychology at Columbia University.

Stephen H. Rhinesmith is a partner of Mercer Delta Executive Learning Center. He is former special ambassador to the Soviet Union and was president of Holland America Line.

This book reveals the three most important capabilities leaders must demonstrate today: the ability to set strategy, empathize with others, and take risks—all at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmith—who teach and coach CEOs and executive teams throughout the world—argue that to be successful in a complex, matrixed, fast-moving world, "whole" leaders must set strategy, develop trusting relationships with others, and consistently do the right thing based on personal values. "Partial" leaders, often the product of traditional executive programs, may be successful in the short run, but their companies lose over time.

Filled with case studies of companies such as Bank of America, Johnson & Johnson, Novartis, and UBS, Head, Heart, and Guts lays out specific steps and actions for leaders who want to grow beyond their "leadership comfort zone" and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop "whole" leaders throughout their leadership pipeline. The authors argue that globalization, complex structures, and constantly changing business models require leaders who can "lead from the front," take a clear position, create meaningful relationships, and "rethink the way we do things" while simultaneously building businesses and delivering results.

Because employees want leaders who are authentic, inspire trust, and set high standards, "whole leaders" must balance people and business needs, motivate people from diverse backgrounds, and create real trust through unyielding integrity and transparently balancing risk and reward. Based on research and coaching with thousands of leaders in Mercer Delta Executive Learning Center programs, the authors argue that traditional leadership development focuses too much on the "head," and it is now critical that leaders use other capabilities to achieve results in an era defined by paradox, ambiguity, and unpredictability. Head, Heart, and Guts is the definitive handbook for individuals and organizations seeking a new model of leadership and a road map to achieve it.

Soundview Executive Book Summaries

According to leadership experts Dotlich, Cairo and Rhinesmith, a leader must be able to set strategy, develop solid relationships with others and take risks essentially have head, heart and guts. This is the definition of a "whole" leader, as opposed to a "partial" leader who may be successful in the short run but will eventually lose. Head, Heart & Guts provides individuals and companies with a new model for leadership and how to successfully obtain it. Copyright © 2006 Soundview Executive Book Summaries

Introduction.

Part One: The Case for Whole Leadership.

1. Whole Leadership Versus Partial Leadership.

2. Developing Leaders the Systemic, Integrated Way.

Part Two: Head Leadership.

3. Rethinking the Way We Do Things Around Here.

4. Reframing the Boundaries.

5. Getting Things Done.

6. Developing and Articulating a Point of View.

Part Three: Heart Leadership.

7. Balancing People Needs with Business Requirements: Touching All the Bases.

8. Delivering Integrated Solutions Through Trust.

9. Working with and Leading People from Diverse Cultures: Developing True Empathy.

10. Overcoming Personal Derailers in Working with Others.

Part Four: Guts Leadership.

11. Taking Risks with Little or No Data.

12. Balancing Risk and Reward.

13. Acting with Unyielding Integrity.

Part Five: Mature Leadership.

14. Developing Mature Leaders for the Twenty-First Century.

References.

About the Authors.

Index.