
The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results
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Join the global movement that's making corporations more people-centric to achieve great results.
The world is facing a global leadership crisis. Seventy-seven percent of leaders think they do a good job of engaging their people, yet 88 percent of employees say their leaders don't engage enough. There is also a high level of suffering in the workplace: 35 percent of employees would forgo a pay raise to see their leaders fired. This is an enormous waste of human talent - despite the fact that $46 billion is spent each year on leadership development.
Based on extensive research, including assessments of more than 35,000 leaders and interviews with 250 C-level executives, The Mind of the Leader concludes that organizations and leaders aren't meeting employees' basic human needs of finding meaning, purpose, connection, and genuine happiness in their work.
But more than a description of the problem, The Mind of the Leader offers a radical, yet practical, solution. To solve the leadership crisis, organizations need to put people at the center of their strategy. They need to develop managers and executives who lead with three core mental qualities: mindfulness, selflessness, and compassion.
Using real-world inspirational examples from Marriott, Accenture, McKinsey & Company, LinkedIn, and many more, The Mind of the Leader shows how this new kind of leadership turns conventional leadership thinking upside down. It represents a radical redefinition of what it takes to be an effective leader - and a practical, hard-nosed solution to every organization's engagement and execution problems.
- Listening Length8 hours and 28 minutes
- Audible release dateJuly 18 2018
- LanguageEnglish
- ASINB07FF4WZTB
- VersionUnabridged
- Program TypeAudiobook
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Product details
Listening Length | 8 hours and 28 minutes |
---|---|
Author | Rasmus Hougaard, Jacqueline Carter, Arne Sorenson - Foreword by |
Narrator | Paul Heitsch |
Audible.ca Release Date | July 18 2018 |
Publisher | Tantor Audio |
Program Type | Audiobook |
Version | Unabridged |
Language | English |
ASIN | B07FF4WZTB |
Best Sellers Rank | #48,748 in Audible Books & Originals (See Top 100 in Audible Books & Originals) #310 in Stress Management (Audible Books & Originals) #562 in Economics (Audible Books & Originals) #1,032 in Emotions (Books) |
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"Thankfully, the answer is no. It is actually possible to train the brain to respond differently to today's constant interruptions through the practice of mindfulness. Simply put, at its introductory level, mindfulness means trained attention. Based on thousands of practice, mindfulness techniques enable people to manage their attention, improve their awareness, and sharpen their focus and clarity."
And now in The Mind of the Leader, Hougaard and Carter note that in 2017, almost $50-billion was spent on leadership development and more than that will be spent this year. "That's a lot of money for seemingly little return. What's going wrong? In part, the system is broken...something more is needed: leadership that truly engages employees is truly hum, and addresses basic human needs any employee needs." Hougaard and Carter conducted research that involved more than thirty thousand leaders from thousands of companies in more than one hundred countries, conducted in-depth interviews with hundreds of C-suite executives, and reviewed the results oif thousands of studies on leadership in the fields of neuroscience, leadership, organizational development, and psychology.
"Based on this research, we have conclusively found that three mental qualities stand out as being foundational for leaders today: mindfulness (M), selflessness (S), and compassion (C). Together, we call these foundational skills MSC leadership." So those who lead and others who aspire to lead must first develop and then apply these three qualities to themselves, then to their people, and then to their organization.
As Hougaard and Carter explain, "Mindfulness refers to both a practice and a state of mind. The more you practice it, the more it becomes your state of mind...Selflessness is the wisdom of getting out of your own way, the way of your people, and the way of the organization to unleash the natural flow of energy that people bring to work. Selflessness combines strong self-confidence with a humble intention to be of service...Compassion is the quality if having positive intentions for others. It's the intention of being of service to other people's happiness and the desire to help alleviate their problems. It's the ability to understand others' perspectives and use that as a catalyst for supportive action."
These are among dozens of passages of greatest interest and value to me, also shared to indicate the scope of Hougaard and Carter's coverage:
o Compassion (Pages 3-4, 8-9, ND 16-19)
o Self-confidence (13-16)
o Self-leadership (23-95)
o Happiness and meaning (37-42)
o Focus and executive function (48-49)
o Faculties of focus (49-54)
o Self-compassion and health (80-87)
o Unconscious biases (101-104)
o Understand Your People (101-114)
o Mindful leadership (115-126)
o Selfless leadership (!27-142)
o Grow Your People (133-134 and 136-138)
o Compassionate leadership (143-159)
o The People-Centered culture (165-170)
o Enable Organization Focus (175-179)
o Traits and Tips for a Selfless Culture (187-194)
As I continue to think about the foundational skills of MSC leadership -- Mindfulness, Selflessnss, and Compassion -- I am again reminded of this passage in Lao-tse’s Tao Te Ching:
“Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves.”
To a much greater extent than ever before, all organizations need effective leadership at all levels and in all areas of the given enterprise. One challenge is to develop it or obtain it. Another is to retain it. And still another is to establish and then sustain a workplace culture within which personal growth and professional development are most likely to thrive. These challenges are even more daunting now when changes are occurring faster and with greater frequency as well as impact. Keep in mind that some changes occur slowly and then suddenly have great impact. The personal computer is but one example of that.
Hougaard and Carter: "We have no neurological alarm system for slow change. When it comes to slow change, the normal fight-or-flight reaction of the amygdala draws a blank...We can start now by building more mindfulness, selflessness, and compassion in our organizations and societies, so that trust and social cohesion are in place when things become more challenging. That is the responsibility we all have, and especially those in positions of power. And it starts with our our own minds." These comments raise a question: "What did neuroscience reveal tio you about the mind oif effective or ineffective leaders?"
Rasmus Hougaard and Jacqueline Carter's response to that question provides an appropriate conclusion to this brief commentary: "Our research revealed that effective leaders had greater mental agility, greater focus, greater capacity for complexity and more mind space for creativity and innovation. So on the positive side, studies have found that you can train your mind to be more calm, clear and focused and this has tremendous benefits for leaders.
"On the downside, recent studies have found that holding the power if leadership can damage our brains in a way that gradually disables our ability to empathize with others. The part of our brain that enables us to recognize and empathized with other people's emotions can be impaired as we rise up the leadership ranks and hold more power over others. This is a major issue because if we are not able to read the emotions of the people we lead we will not be able to engage or lead them effectively. Not being able to empathize can negatively impact other elements of our lives professionally and personally."
I congratulate them on The Mind of the Leader, a brilliant achievement. Bravo!
Top reviews from other countries





Die beiden Autoren Rasmus Hougaard und Jacqueline Carter untermauern mit vielen, internationalen und sehr interessanten Beispielen in ihrer großartigen Leadership Fibel, wie zentral People-Centricity für Organisationen in unsere komplexe und unberechenbare Zukunft sein wird. Sie bauen ihre Theorie rund um "Leadership" und "Awareness" konzentrisch auf. Im Zentrum steht mit "Understand and Lead Yourself" das eigenen Verständnis und Verhalten zu Mindfulness, Selflessness und Being Compassionate. In der mittleren und zweiten Zwiebelschale finden wir "Understand and Lead Your People", in der unser Verständnis und Verhalten als Leader im Umgang mit anderen individuellen Menschen, Mitarbeiter und beleuchtet wird. In der dritten und äußersten Schale beschäftigen wir uns mit "Understand and Lead Your Organisation" und auch hier beziehen wir uns wieder auf die drei zentralen Erfolgsfaktoren Mindfulness, Selflessness und Being Compassionate.
Jedes Kapitel erklärt, begleitet von smarten Beispielen unterschiedlicher internationaler Industrien und schlägt Training und Reflexion mit Quick Tips vor, die zum Üben anregen. Am wichtigsten ist den Autoren dabei unser Kommittent zur regelmäßigen Übung. Ergänzend dazu wird auch eine Praxis-App angeboten und hier kommt mein einziger Kritikpunkt. Die App stellt nur eines der drei Themen zur freien Verfügung, wollen wir nicht nur Mindfulness sondern auch Selflessness und Being Compassionate üben, werden wir sauber und monatlich zur Kasse gebeten (ohne mich!).
Ansonsten eine 100% Empfehlung für jede/n reflektierte/n Top-Leader!