Read PDF The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All

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The Leadership Moment by Michael Useem | ejisytoqys.tk

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The cases can be applied universally.

The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All

Each account is about an individual who faced unusual circumstances and overcame them using critical leadership skills. Each of the nine stories Useem describes depicts challenges that had to be thought through in order to have a successful outcome. The leaders in these stories displayed the courage needed to lead while facing challenges. Roy Vagelos ends river blindness in Africa by committing millions of dollars to develop a drug needed only by people who can't afford it.

Wagner Dodge faces the decision of a lifetime by creating a fire in order to escape a fast-moving forest fire that overtakes his firefighting crew. Eugene Kranz struggles to bring the Apollo 13 astronauts home after an explosion rips through their spacecraft.


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John Gutfreund loses Salomon Brothers when his inattention to a trading scandal almost topples the wall street giant. Useem defines leadership as the act of making a difference.

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He states "Leadership entails changing a field strategy or revamping a languishing organization. It requires us to make an active choice among plausible alternatives, and it depends on bringing others along, on mobilizing them to get the job done. Leadership is at its best when the vision is strategic, the voice persuasive, and the results tangible. The section in the book called A Leaders Guide describes lessons learned from the nine stories.

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These lessons include motivating employees, aligning goals with the organization's mission, communicating expectations, producing tangible results, team performance, mid-year reviews, consultation with employees, and encouraging employees. Useem examines each story and develops the following key lessons for leaders to take heed of:. Clearheaded thinking about why you have been appointed to an office and what those who have placed you there expect of you is a prerequisite to clear-minded, if not predictable, decision making.


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If your organization is facing a period of uncertainty, change, or stress, now is the time to build strong culture with good lines of interior communication, mutual understanding, and shared obligation. A clear sense of common purpose and a well-formed camaraderie are essential ingredients to ensure that your team, your organization, or your company will perform to its utmost when it is most needed. Expecting high performance is prerequisite to its achievement among those who work with you.

Your high standards and optimistic anticipations will not guarantee a favorable outcome, but their absence will assuredly create the opposite. Developing teams, and teams of teams, through training and exercise can create the implicit understandings that make for fast and accurate decision making when the teams are under duress but must act.

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