Peter C. Cairo – författare

LEADERS TODAY ARE GRAPPLING with complex choices, diverse customers and employees, and unprecedented uncertainty in the economic environment. Business models are becoming obsolete, cost and performance pressures are growing, regulatory requirements are changing, and trust in institutions is declining. Tackling these and other growing demands requires every leader to radically rethink what constitutes effective leadership. Leading in Times of Crisis presents a new approach and concrete steps to compete in this complex, diverse, and uncertain marketplace. Drawing on compelling research and more than twenty interviews with CEOs and top-level executives, former executives and professors David Dotlich, Peter Cairo, and Stephen Rhinesmith highlight the growing urgency to evolve from a traditional, one-dimensional leadership model to what they term "whole leadership." Whole leadership allows leaders to act in three ways that are important now but absolutely essential to their business in the future: RETHINK YOUR BUSINESSCONNECT WITH STAKEHOLDERSLIVE YOUR VALUESIn an accessible, no-nonsense style, the authors provide new and experienced leaders with specific action steps for facing difficult choices, engaging diverse customers and employees, and acting in the face of uncertainty to deliver results and move companies forward in a turbulent, demanding, and resource-constrained world. Leading in Times of Crisis will help you become a "whole leader" by aligning your purpose, skills, and decisions with the outcomes your business requires. Read it and find out how every leader has the potential to make a difference in this new world.

LEADERS TODAY ARE GRAPPLING with complex choices, diverse customers and employees, and unprecedented uncertainty in the economic environment. Business models are becoming obsolete, cost and performance pressures are growing, regulatory requirements are changing, and trust in institutions is declining. Tackling these and other growing demands requires every leader to radically rethink what constitutes effective leadership.

Leading in Times of Crisis presents a new approach and concrete steps to compete in this complex, diverse, and uncertain marketplace. Drawing on compelling research and more than twenty interviews with CEOs and top-level executives, former executives and professors David Dotlich, Peter Cairo, and Stephen Rhinesmith highlight the growing urgency to evolve from a traditional, one-dimensional leadership model to what they term "whole leadership." Whole leadership allows leaders to act in three ways that are important now but absolutely essential to their business in the future:

RETHINK YOUR BUSINESS CONNECT WITH STAKEHOLDERS LIVE YOUR VALUES

In an accessible, no-nonsense style, the authors provide new and experienced leaders with specific action steps for facing difficult choices, engaging diverse customers and employees, and acting in the face of uncertainty to deliver results and move companies forward in a turbulent, demanding, and resource-constrained world.

Leading in Times of Crisis will help you become a "whole leader" by aligning your purpose, skills, and decisions with the outcomes your business requires. Read it and find out how every leader has the potential to make a difference in this new world.

LEADERS TODAY ARE GRAPPLING with complex choices, diverse customers and employees, and unprecedented uncertainty in the economic environment. Business models are becoming obsolete, cost and performance pressures are growing, regulatory requirements are changing, and trust in institutions is declining. Tackling these and other growing demands requires every leader to radically rethink what constitutes effective leadership.

Leading in Times of Crisis presents a new approach and concrete steps to compete in this complex, diverse, and uncertain marketplace. Drawing on compelling research and more than twenty interviews with CEOs and top-level executives, former executives and professors David Dotlich, Peter Cairo, and Stephen Rhinesmith highlight the growing urgency to evolve from a traditional, one-dimensional leadership model to what they term "whole leadership." Whole leadership allows leaders to act in three ways that are important now but absolutely essential to their business in the future:

RETHINK YOUR BUSINESS CONNECT WITH STAKEHOLDERS LIVE YOUR VALUES

In an accessible, no-nonsense style, the authors provide new and experienced leaders with specific action steps for facing difficult choices, engaging diverse customers and employees, and acting in the face of uncertainty to deliver results and move companies forward in a turbulent, demanding, and resource-constrained world.

Leading in Times of Crisis will help you become a "whole leader" by aligning your purpose, skills, and decisions with the outcomes your business requires. Read it and find out how every leader has the potential to make a difference in this new world.

This book reveals the three most important capabilities leaders must demonstrate today: the ability to set strategy, empathize with others, and take risksall at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmithwho teach and coach CEOs and executive teams throughout the worldargue that to be successful in a complex, matrixed, fast-moving world, whole leaders must set strategy, develop trusting relationships with others, and consistently do the right thing based on personal values. Partial leaders, often the product of traditional executive programs, may be successful in the shortrun, but their companies lose over time. Filled with case studies of companies such as Bank of America, Johnson leadership comfort zone and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop whole leaders throughout their leadership pipeline.

Chances are, if you're a manager in most any organization today, coaching has become an integral part of your responsibilities. And there's no more effective approach to coaching than Action Coaching. Developed by the authors through their work with Levi Strauss, Colgate, Bank of America, Arthur Andersen and other leading companies, Action Coaching is the only coaching process that dramatically increases an individual's personal performance in direct correlation with established organizational goals. Here, Dotlich and Cairo share the same advice, techniques, and tools they've used to transform hundreds of managers and executives into first-rate coaches. Moreover, they clearly demonstrate how Action Coaching can be used as a strategy for achieving organizational goals by aligning personal improvement with a company's vision for the future.

Written by David Dotlich and Peter Cairo-- two of the country's top executive coaches and educators-- Unnatural Leadership debunks the common notion of the natural leader as a flawless figure. The book describes the truth about being a real leader in a business environment turned upside down by e-commerce, diversity, security concerns, globalization, and matrix structures. Drawing on personal experience working with successful leaders in top-tier companies throughout the world, Dotlich and Cairo identify a style of leadership used by those who succeed in complicated business and people situations, a style that maximizes a leader's strengths and acknowledges weaknesses.

Written by David Dotlich and Peter Cairo-- two of the country''s top executive coaches and educators-- Unnatural Leadership debunks the common notion of the natural leader as a flawless figure. The book describes the truth about being a real leader in a business environment turned upside down by e-commerce, diversity, security concerns, globalization, and matrix structures. Drawing on personal experience working with successful leaders in top-tier companies throughout the world, Dotlich and Cairo identify a style of leadership used by those who succeed in complicated business and people situations, a style that maximizes a leader''s strengths and acknowledges weaknesses.

This book reveals the three most important capabilities leaders must demonstrate today: the ability to set strategy, empathize with others, and take risks—all at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmith—who teach and coach CEOs and executive teams throughout the world—argue that to be successful in a complex, matrixed, fast-moving world, “whole” leaders must set strategy, develop trusting relationships with others, and consistently do the right thing based on personal values. “Partial” leaders, often the product of traditional executive programs, may be successful in the shortrun, but their companies lose over time. Filled with case studies of companies such as Bank of America, Johnson & Johnson, Novartis, and UBS, Head, Heart, and Guts, lays out specific steps and actions for leaders who want to grow beyond their “leadership comfort zone” and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop “whole” leaders throughout their leadership pipeline.

If any of the following behaviors sound like you or someone you work with, beware! In Why CEOs Fail, David L. Dotlich and Peter C. Cairo describe the most common characteristics of derailed top executives and how you can avoid them: Arrogance—you think that you're right, and everyone else is wrong.Melodrama—you need to be the center of attention.Volatility—you're subject to mood swings.Excessive Caution—you're afraid to make decisions.Habitual Distrust—you focus on the negatives.Aloofness —you're disengaged and disconnected.Mischievousness—you believe that rules are made to be broken.Eccentricity—you try to be different just for the sake of it.Passive Resistance—what you say is not what you really believe.Perfectionism—you get the little things right and the big things wrong.Eagerness to Please—you try to win the popularity contest.

If any of the following behaviors sound like you or someone you work with, beware! In Why CEOs Fail, David L. Dotlich and Peter C. Cairo describe the most common characteristics of derailed top executives and how you can avoid them: Arrogance—you think that you''re right, and everyone else is wrong. Melodrama—you need to be the center of attention. Volatility—you''re subject to mood swings. Excessive Caution—you''re afraid to make decisions. Habitual Distrust—you focus on the negatives. Aloofness —you''re disengaged and disconnected. Mischievousness—you believe that rules are made to be broken. Eccentricity—you try to be different just for the sake of it. Passive Resistance—what you say is not what you really believe. Perfectionism—you get the little things right and the big things wrong. Eagerness to Please—you try to win the popularity contest.

This book reveals the three most important capabilities leaders must demonstrate today: the ability to set strategy, empathize with others, and take risks—all at the same time. In Head, Heart, and Guts, leadership experts David Dotlich, Peter Cairo, and Stephen Rhinesmith—who teach and coach CEOs and executive teams throughout the world—argue that to be successful in a complex, matrixed, fast-moving world, “whole” leaders must set strategy, develop trusting relationships with others, and consistently do the right thing based on personal values. “Partial” leaders, often the product of traditional executive programs, may be successful in the shortrun, but their companies lose over time. Filled with case studies of companies such as Bank of America, Johnson & Johnson, Novartis, and UBS, Head, Heart, and Guts, lays out specific steps and actions for leaders who want to grow beyond their “leadership comfort zone” and an action plan for companies that want to move beyond tried-and-true leadership development in order to develop “whole” leaders throughout their leadership pipeline.

With the demands of technology, transparency, and constant connectedness, and calls for higher performance, leaders from the front line to the C-suite face complex dilemmas that cannot be easily denied or postponed. These perplexing, recurring issues are familiar to anyone in a leadership role today, including: How do I balance my functional or business unit goals with the needs of my peers and the whole company?How do I support and promote others while still advancing my own career?How do I emphasize teamwork and still reward the “stars”?Can I really devote enough time and energy to both family and work?These are not “problems” but paradoxes—situations in which there will never be a single correct solution—and while they make many leaders feel overwhelmed and challenged, this remarkable book provides help. The Unfinished Leader is a modern handbook for recognizing, facing, and inspiring others to expose the real issues that underlie paradoxes in modern organizations. Leaders must first recognize situations they will never be able to “solve” and understand how to confront the barriers—in their own heads and their organizations—that push them towards seeking ultimate solutions that don’t exist. Leading through complexity requires giving up the illusion of control, consistency, and closure, while embracing the reality of being permanently “unfinished.”Drawing from interviews with 100 CEOs and top leaders from a wide range of companies—such as Avon, Nike, Colgate, DeutschePost DHL, Johnson & Johnson, PepsiCo, and many more— The Unfinished Leader provides the mindsets and tools to recognize contradictory requirements, understand competing demands, and still be able to take action. No one can find or even should look for perfect solutions to impossible situations. The Unfinished Leader will help leaders at all levels understand and excel at their true task: guiding themselves and their teams through ongoing paradoxes, reconciling competing outcomes, continually changing and adapting, and thereby building lasting success.

With the demands of technology, transparency, and constant connectedness, and calls for higher performance, leaders from the front line to the C-suite face complex dilemmas that cannot be easily denied or postponed. These perplexing, recurring issues are familiar to anyone in a leadership role today, including:

How do I balance my functional or business unit goals with the needs of my peers and the whole company? How do I support and promote others while still advancing my own career? How do I emphasize teamwork and still reward the “stars”? Can I really devote enough time and energy to both family and work?

These are not “problems” but paradoxes—situations in which there will never be a single correct solution—and while they make many leaders feel overwhelmed and challenged, this remarkable book provides help. The Unfinished Leader is a modern handbook for recognizing, facing, and inspiring others to expose the real issues that underlie paradoxes in modern organizations. Leaders must first recognize situations they will never be able to “solve” and understand how to confront the barriers—in their own heads and their organizations—that push them towards seeking ultimate solutions that don’t exist. Leading through complexity requires giving up the illusion of control, consistency, and closure, while embracing the reality of being permanently “unfinished.”

Drawing from interviews with 100 CEOs and top leaders from a wide range of companies—such as Avon, Nike, Colgate, DeutschePost DHL, Johnson & Johnson, PepsiCo, and many more— The Unfinished Leader provides the mindsets and tools to recognize contradictory requirements, understand competing demands, and still be able to take action. No one can find or even should look for perfect solutions to impossible situations. The Unfinished Leader will help leaders at all levels understand and excel at their true task: guiding themselves and their teams through ongoing paradoxes, reconciling competing outcomes, continually changing and adapting, and thereby building lasting success.