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 Length

8 hours and 28 minutes
Author

Rasmus Hougaard, see all
Narrator

Paul Heitsch
Audible release date

July 18 2018
Language

English
Publisher

Tantor Audio
ASIN

B07FF4WZTB
Version

Unabridged
Program Type

Audiobook
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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	#36,208 in Audible Books & Originals (See Top 100 in Audible Books & Originals) #249 in Stress Management (Audible Books & Originals) #451 in Economics (Audible Books & Originals) #892 in Emotions (Books)

Customer reviews

4.6 out of 5

315 global ratings

5 star		75%
4 star		13%
3 star		8%
2 star		2%
1 star		2%

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Top reviews from Canada

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Danah W

Good service

Reviewed in Canada 🇨🇦 on December 8, 2020

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Exactly as expected. Arrived on time.

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tom

Great read

Reviewed in Canada 🇨🇦 on February 27, 2020

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Great book for the new generation of leaders.

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Amazon Customer

Not as good as all the hype

Reviewed in Canada 🇨🇦 on August 1, 2018

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Wasn’t as good as the hype around it. I didn’t see anything particularly new or thought provoking

One person found this helpful

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Nick Leone

Great book

Reviewed in Canada 🇨🇦 on March 14, 2019

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Great read for work. Highly recommended

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Beginner Youtubertobe

Too much Chickensoup, too little actual technique for the amount of words

Reviewed in Canada 🇨🇦 on May 22, 2020

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Nearly all of the examples given within the book are taken out of context and evaulated biased to the desired perspective of the writers. The summary of some (many) stories contradicts the intended persuasion of the topic. Such lack of awareness in failed clarity is great for a 'leadership' cultish mindset but not actually guide the leaders to exercise the specific skills to actually portray the MSC leader persona that the writers are trying to convey. Unfortunately, it's just another one of that ' self-help by generality' rather than by 'skills'. For example, "successful people are determined" or "true following comes from self-awareness as a leader". These sound more like ideologies that people would nod their heads to but not actually true to what the outcome of reality. In the book, the anecdotal situations mentioned, a banker who's successful in his banking industry and a department head in a Health ministry of some country, all accomplished their success without the MSC leadership approach, and only after they have become successful in their career, then they had the time to venture into this meditative lifestyle....which means....they were successful leader in accomplishments first before they can be reflective leader for the sake of...well....better personal wellness?

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Robert Morris

"We have no neurological alarm system for slow change." So what? A lot.

Reviewed in Canada 🇨🇦 on March 13, 2018

With Jacqueline Carter and Gillian Coutts, Rasmus Hougaard introduces in One Second Ahead a thought-provoking concept, PAID, an acronym for Pressure, Always on Information Overload, and Distracted. This is a harsh but subtle reality as most of us struggle to cope with severe stress, whatever the nature and extent of it in our workplace environment may be. Are we doomed to remain under such stress, relentless distractions, and an ever-increasing abundance of information often characterized as a tsunami or blizzard?

"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!

4 people found this helpful

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Mr. P. J. Maltby

An excellent book with lots of hints and tips on how ...

Reviewed in the United Kingdom 🇬🇧 on May 9, 2018

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An excellent book with lots of hints and tips on how to be more mindful in our everyday lives backed by extensive research with academic references to follow up if required for additional reading on the topics discussed in the book. Would recommend for any business leader looking to make a shift in how they lead their people and ultimately, their business.

2 people found this helpful

Sun

This book is good to grow yourself as leader and lead others

Reviewed in the United Kingdom 🇬🇧 on May 2, 2018

Verified Purchase

This book is very good and practical, but for me very big question about matrix where author is writting, here there is something what gives questions and one point what about I don’t agree

NickyM

Five Stars

Reviewed in the United Kingdom 🇬🇧 on June 5, 2018

Verified Purchase

excellent read

One person found this helpful

Tonny Maak

New way of leading

Reviewed in the United Kingdom 🇬🇧 on June 17, 2018

Verified Purchase

Very relevant for Leaders who want to change and transform their organization

Esther

Lead through Mindfulness, Selflessness and Being Compassionate

Reviewed in Germany 🇩🇪 on August 4, 2019

Verified Purchase

Join the global movement that's making corporations more people-centric to achieve great results!

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!

One person found this helpful

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The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results Audible Audiobook – Unabridged

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