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Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders Hardcover – May 10, 2006

ISBN-13: 978-0787964795 ISBN-10: 0787964794 Edition: 1st

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Product Details

  • Hardcover: 240 pages
  • Publisher: Jossey-Bass; 1 edition (May 10, 2006)
  • Language: English
  • ISBN-10: 0787964794
  • ISBN-13: 978-0787964795
  • Product Dimensions: 9.2 x 6.7 x 0.9 inches
  • Shipping Weight: 1.1 pounds (View shipping rates and policies)
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (10 customer reviews)
  • Amazon Best Sellers Rank: #258,338 in Books (See Top 100 in Books)

Editorial Reviews

From Booklist

The authors, all consultants, offer a fresh perspective on leadership. They contend that while analytical abilities continue to be the important focus for executives (the head), successful leaders now also need emotional intelligence (or heart) and the ability to evaluate and take risks (or guts.) We learn that an executive with all three capabilities is termed a mature leader, and while everyone has a natural style, a mature leader is flexible in considering options outside his comfort zone. Since most company cultures are head-oriented and have management depth with cognitive ability, executives often need development in emotional and risk-taking skills. Dotlich, Peter C. Cairo, and Stephen H. Rhinesmith suggest hiring practices that consider all three talents and force executives to engage in learning experiences in a wide range of assignments, including some before they are ready to handle them. This is clearly an infomercial for the authors' consulting activities, yet it contains useful ideas for leadership in today's complex business world. Mary Whaley
Copyright © American Library Association. All rights reserved

Review

"balanced, progressive view of leadership." (CPO Agenda, September 2006)

More About the Author

Dr. David Dotlich is the chairman and CEO of Pivot, a strategic leadership boutique that develops corporate strategy and executive development programs for Fortune 500 companies such as Walmart, Johnson & Johnson, GSK, Nike, Microsoft, KKR, Aetna, Best Buy, DPDHL, AbbVie, Ericsson, and many others. A successful entrepreneur who has founded and run two large independent companies, he advises CEOs and boards on issues of talent, leadership, and strategy.

Named one of the Top 50 Coaches in the United States, Dr. Dotlich is former executive vice president of Honeywell International, founder and former president of CDR International and Delta Executive Learning Center, and former president of Mercer Delta Consulting.

Dr. Dotlich is the co-author of 11 best-selling books, including his latest, The Unfinished Leader: Balancing Contradictory Answers to Unsolvable Problems, to be published in March of 2014; Head, Heart, and Guts: How the World's Best Companies Develop Complete Leaders; Why CEOs Fail; Action Coaching; Unnatural Leadership; Action Learning: How the World's Top Companies Are Re-Creating Their Leaders and Themselves; Leadership Passages: The Personal and Professional Transitions That Make or Break a Leader; and Leading in Times of Crisis: How to Navigate Complexity, Diversity, and Uncertainty to Save Your Company, which has been translated into ten languages. He is the co-editor of the Pfeiffer Leadership Development Annual, a yearly compilation of the research findings and practices of the foremost thinkers and practitioners in the field of leadership development throughout the world.

A certified psychologist in career development, life planning, and numerous psychological inventories, Dr. Dotlich was a founding partner of CDR International which was acquired by Marsh McLennan. Previously, he was executive vice president of Groupe Bull S.A., a global computer manufacturer headquartered in Paris with 45,000 employees worldwide. In this role, he was responsible for human resources, quality improvement, and all internal and external communication activities throughout the world.

Earlier in his career, Dr. Dotlich was a professor at the University of Minnesota, teaching at the business school and in the Speech Communication Department. His teaching and research focused on the impact of organizational culture on producing effective leaders, with particular emphasis on women and minorities. Additionally, he was the executive director of the Michigan Business School Human Resource Partnership.

David's interest in people development began early, with a position as a social worker in the Cincinnati inner city through an Edmund James Fellowship from the University of Illinois. He pursued this interest while working on his MA degree in race relations at the University of Witwatersrand in Johannesburg, South Africa. There, he conducted survey research on racial attitudes in the African townships and began an overland tour company, driving throughout Africa between Johannesburg and London and back. He completed his MA and PhD at the University of Minnesota, where he was selected Outstanding Graduate Student of the University. He has also completed the INSEAD Executive Program.

Customer Reviews

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4 of 4 people found the following review helpful By Thomas M. Loarie TOP 1000 REVIEWERVINE VOICE on January 1, 2007
Format: Hardcover
Dotlich et al's "Head, Heart and Guts" and Ram Charan's "Know-How" serve as perfect bookends to all that has been written over the years on leadership philosophy and practice.

In "Know-How," Charan constructs a more complete leadership theory integrating "know-how" with personality traits, psychological orientation and cognitive architecture. In "Head, Heart and Guts," Dotlich et al recommend a second new perspective on leadership and a fresh approach to leadership development with a focus on the integration of the head, the heart and guts. "Guts" as an umbrella term for a willingness to do the right thing, no matter how difficult that is - a willingness to put one's beliefs on the line!

The authors point out that we have been focused on "partial leadership" with an emphasis on cognitive skills and/or, until recently, on emotional skills. But leaders today are encountering decision points for which there are no "right" solutions and these skills alone will not assure successful leadership. They confront paradoxes and need to manage them rather than resolve them. They will need to act counter-intuitively at times and to trust instincts (know-how) in other instances. The need today is for "whole leadership."

Whole leaders balance people and business needs and risk/reward, motivate people from diverse backgrounds, and create real trust through unyielding integrity and transparency. Whole leaders, based as much on instinct and relationships as their analytical skills, are comfortable operating in an ambiguous environment and are able to make risks pay off.

Dotlich et al identify three reasons for singular leadership failure:

1. A disconnect between what you know you should do and what you actually do.

2.
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3 of 3 people found the following review helpful By Rolf Dobelli HALL OF FAME on August 7, 2007
Format: Hardcover
In this presentation of the potentially exciting topic of executive leadership, authors David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith stress the nuances of theory, perhaps at the expense of showing additional, powerful human examples. Maybe that comes from the authors' perspectives as consultants who often must disassemble a topic to present it in their own way. While the book has a compelling basic theme - developing leaders who become effective by learning to be compassionate and brave, as well as savvy - that insight gets a bit mired in the presentation. The book offers worthwhile guidance, and supplies almost too many clipboard processes and checklists of symptoms, problems and techniques. We find the book's concept contemporary and intriguing. While its procedural guidance may be helpful, its wisdom resides in its discussions of mature leadership.
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Format: Hardcover
"Everyone has a natural leadership style, and a tendency to lean on intellect, emotion, or courage doesn't change with maturity. What does change is a willingness to consider options that don't fit with one's natural style. What also changes is a capacity for trying new ways of leading others and thus expanding the personal leadership capabilities." ~ pg. 207

David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith present the idea of "complete leaders" who posses strong analytical abilities, have a high level of emotional intelligence and are willing to take the needed risks to see their businesses grow and expand.

All three authors teach and coach CEOs and executive teams. Through their work they help leaders grow beyond their comfort zones to become authentic leaders of the twenty-first century. This book will encourage leaders to set high standards, inspire trust, motivate people and create meaningful relationships. From the beginning of the book they address pertinent issues and problems that seem to have logical solutions if only leaders relied more on all three: head, heart and guts.

"...our leaders often rely exclusively on a single quality - head or heart or guts. Unfortunately, when you do that you ignore other aspects of what is required to be successful." ~ pg. 2

Head, Heart & Guts presents how the world used to be and explains why business leaders must embrace a new idea of what it means to be a leader due to the changing needs of society and employee expectation. Some of the highlights of this book include:

Finding a Fresh Perspective

Reframing the Boundaries

The Five-Step Process to Develop a Point of View

Guide People Through Vision and Values

Developing Compassion

Overcoming Personal Derailers

Balancing Risk and Reward

Mature Leadership

~The Rebecca Review
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Format: Kindle Edition Verified Purchase
This book aligns with the new ways of authentic, fully aligned leading. Everyone would benefit from learning how to live with creative thinking, a truly compassionate, connected heart, and courage to act from a deep sense of self. This book pairs well with the new modality of Multi-Brain Coaching (Soosalu and Oka)
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Clever and wise analysis of Leadership.
I am working on it, and the examples, explanation, inlights the process of learning.
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