- File Size: 539 KB
- Print Length: 165 pages
- Publisher: Jossey-Bass; 1 edition (February 19, 2020)
- Publication Date: February 19, 2020
- Sold by: Amazon.com Services LLC
- Language: English
- ASIN: B0851K989D
- Text-to-Speech: Enabled
- Word Wise: Enabled
- Lending: Enabled
- Amazon Best Sellers Rank: #25,882 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities 1st Edition, Kindle Edition
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- Length: 165 pages
- Word Wise: Enabled
- Enhanced Typesetting: Enabled
- Page Flip: Enabled
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From the Inside Flap
Shay was still angry but shrugged nonchalantly as if to say, it's not that big of a deal. "So, what am I wrong about?"
"You're not going to want to hear this, but I have to tell you anyway." Liam paused before finishing. "You might be working hard, but you're not doing it for the company."
"What the hell does that mean?" Shay wanted to know.
Knowing that his adversary might punch him for what he was about to say, Liam responded. "You're doing it for yourself."
New York Times best-selling author Patrick Lencioni has written a dozen books that focus on how leaders can build teams and lead organizations. In The Motive, he shifts his attention toward helping them understand the importance of why they're leading in the first place.
In what may be his edgiest page-turner to date, Lencioni thrusts his readers into a day-long conversation between rival CEOs. Shay Davis is the CEO of Golden Gate Alarm, who, after just a year in his role, is beginning to worry about his job and is desperate to figure out how to turn things around. With nowhere else to turn, Shay receives some hard-to-swallow advice from the most unlikely and unwanted source--Liam Alcott, CEO of a more successful security company and his most hated opponent.
Lencioni uses unexpected plot twists and crisp dialogue to take us on a journey that culminates in a resolution that is as unexpected as it is enlightening. As he does in his other books, he then provides a straightforward summary of the lessons from the fable, combining a clear explanation of his theory with practical advice to help executives examine their true motivation for leading. In addition to provoking readers to honestly assess themselves, Lencioni presents action steps for changing their approach in five key areas. In doing so, he helps leaders avoid the pitfalls that stifle their organizations and even hurt the people they are meant to serve. --This text refers to the hardcover edition.
From the Back Cover
Praise for The Motive
WHY SO MANY LEADERS ABDICATE THEIR MOST IMPORTANT RESPONSIBILITIES
"The Motive rocked me to my core. A gift for any aspiring CEO, or current one. I wish Pat Lencioni had written this 30 years ago!"
--Jason McCann, CEO, Varidesk
"This may be Pat's best work of fiction yet. His characters are human, and the plot twists and turns kept surprising me. And of course, the lesson about our motives is critical for anyone who leads or wants to lead."
--Elizabeth Bryant, chief learning officer, Southwest Airlines
"A person's motive for leading can eventually determine whether his or her people thrive or suffer. In this quick and engaging story, Pat makes it possible for leaders to understand their motive and get on the right path."
--Henry Cloud, best-selling author, Boundaries, Necessary Endings, and The Power of the Other
"Lencioni does it again! In The Motive, he reveals the 'oh no' and the 'ah ha' about how our motives impact our success. I'm going to have all my new and emerging leaders read it before entering our management development program."
--Amy Bastuga, chief people officer, Radio Flyer
"If you're leading for the wrong reason, it doesn't matter what techniques you use. Every leader, young and old, needs to understand their motive if they want to succeed!"
--Charles Meyers, president and CEO, Equinix
"Pat Lencioni blows up the myth that anyone with ambition can--and should--become a leader. This is a must-read for anyone in leadership."
--Dan Bigman, chief content officer and editor-in-chief, Chief Executive Magazine --This text refers to the hardcover edition.
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1. Developing the leadership team. Often delegated to HR or an external consultant, the leader has to spend time developing their team members' interpersonal dynamics and collective behaviors.
2. Managing subordinates. We are not talking about micromanaging highly paid executives! The leader needs to set the general direction of the work ensuring that it is aligned with and understood by their peers and stay informed enough to identify potential obstacles and problems as early as possible. And the leader needs to make sure their subordinates one level below are managing their people too.
3. Having difficult and uncomfortable conversations. While having difficult conversations is certainly one part of managing a team and subordinates, the leader must confront difficult, awkward issues and behaviors quickly and with clarity, charity and resolve. Left unaddressed, these issues eventually degrade the organization's performance.
4. Running great team meetings. Meetings are one of the most unpopular and underestimated activities in business. Yet this is where leaders make critical decisions and set the tone for all of the meetings within the organization. If team meetings are boring and a chore to get through, the fault rests squarely on the leaders' lap!
5. Communicating constantly and repetitively to employees. Just because a leader has expressed themselves once or twice, doesn't mean that people heard it or understand it. Employees have to hear a consistent message at least seven times before they believe executives are serious about it. Leaders need to have a consistent drumbeat - and if they get bored saying the same thing, they need to get creative in their messaging.
These five areas are not a list of the key responsibilities of the leader of an organization (that would be in his book, The Advantage), yet they are good reminders of specific situations and responsibilities that leaders avoid all too often.
Top international reviews
One of your best Pat, thank you.
The story of the book describes two CEOs discussing the topic, but I believe the book is relevant for any leader. As leaders climb the corporate ladder they may perceive their roles as rewards for previous hard work rather than privileges to lead and higher responsibilities.
As Joyce Meyer puts it “New level, new devil”.
Lencioni outlines the major mistakes leaders make based on his long career of advising and coaching leaders. He calls for all leaders to check their behaviors and understand their underlying motives of these behaviors.
I’m not a CEO but I’m definitively guilty of committing some of these bad practices or omissions. Thanks to the author, I understand how my motives contributed to this and which mindset shift is required to become a better leader.
The price? It dropped by over $8.00 (over 30%) within days of shipping and there is no opportunity or method to discuss a credit despite being a loyal customer. Most disappointing. Caveat emptor indeed.