Thomas J. DeLong – författare

For too long, professional services firms have relied on the “producer-manager” model, which works well in uncomplicated business environments. However, today’s managing directors must balance often conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels.When Professionals Have to Lead presents an overarching framework better suited to such complexity. It identifies the four critical activities for effective PSF leadership: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example. Through examples from consulting practices, accounting firms, investment banks, and other professional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works to:• Align your firm’s culture and key organizational components.• Satisfy your clients’ needs without sacrificing essential managerial responsibilities.• Address matters of size, scale, and complexity while maintaining the qualities that make professional services firms unique.A valuable new resource, this book redefines the role of leadership in professional services firms.

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon EditorsConfronted by omnipresent threats of job loss and change, even the brightest among us are anxious. In response, we''re hunkering down, blocking ourselves from new challenges. This response hurts us and our organizations, but we fear making ourselves even more vulnerable by committing mistakes while learning something new.In Flying Without a Net, Thomas DeLong explains how to draw strength from vulnerability. First, understand the forces that escalate anxiety in high achievers and the unproductive behaviors you turn to for relief. Then adopt practices that give you the courage to "do the right things poorly" before "doing the right things well."Drawing on his extensive research and consulting work, DeLong lays out:- Roots of high achievers'' anxiety: fear of being wrong and lack of a sense of purpose, and a craving for human connection- Destructive behaviors we adopt to relieve our anxiety: busyness, comparing ourselves to others, and blaming others for our frustrations- Behaviors we must adopt to gain strength from vulnerability: putting the past behind us and seeking honest feedbackPacked with practical advice and inspiring stories, Flying Without a Net is an invaluable resource for all leaders seeking to thrive in this Age of Anxiety.

Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors Confronted by omnipresent threats of job loss and change, even the brightest among us are anxious. In response, we're hunkering down, blocking ourselves from new challenges. This response hurts us and our organizations, but we fear making ourselves even more vulnerable by committing mistakes while learning something new. In Flying Without a Net, Thomas DeLong explains how to draw strength from vulnerability. First, understand the forces that escalate anxiety in high achievers and the unproductive behaviors you turn to for relief. Then adopt practices that give you the courage to "do the right things poorly" before "doing the right things well."Drawing on his extensive research and consulting work, DeLong lays out: - Roots of high achievers' anxiety: fear of being wrong and lack of a sense of purpose, and a craving for human connection - Destructive behaviors we adopt to relieve our anxiety: busyness, comparing ourselves to others, and blaming others for our frustrations - Behaviors we must adopt to gain strength from vulnerability: putting the past behind us and seeking honest feedback Packed with practical advice and inspiring stories, Flying Without a Net is an invaluable resource for all leaders seeking to thrive in this Age of Anxiety.

The best teachers are leaders, and the best leaders are teachers.Teaching by Heart summarizes the author's key insights gained from more than forty years of teaching and managing. It illustrates how teachers can both lift people up and let them down. It proposes that the best teachers are also leaders, and the best leaders are also teachers.In examining how to lead and teach, renowned Harvard Business School professor Thomas J. DeLong takes the reader inside his own head and heart. He notes that, as teachers, we often focus more on our inadequacies and missteps than on our strengths and unique talents. He explains why this is so by dissecting and analyzing his own experiences--using himself as a case study.The book's goal is to help readers learn about the intricacies of teaching and managing, and to impart lessons about how teachers can create a unique teaching atmosphere. To do this, the author analyzes the process of creating a curriculum, preparing for an eighty-minute class, managing the fifteen minutes before class begins, and evaluating the nature of the teaching experience after the session concludes.Along the way, he connects specific classroom behaviors with leadership issues--in organizations, in teams, and in personal relationships. He also asks--and answers--some provocative questions, such as:What happens on multiple levels when I teach or lead--with me, students, or professionals?What am I thinking and feeling as I process what students are thinking and feeling?How are my internal conversations affecting how I teach and lead?How do I manage my biases, including having "favorite" students?To what extent can I use teaching methods in the arena of management?Throughout Teaching by Heart, DeLong discusses why empathy and authenticity matter. When teachers embrace this mindset, students have the opportunity to have a unique learning experience. Teachers and managers will learn how to create moments of transformation for students.Whether you're a university professor, a student, a business leader, or just someone fascinated by teaching, this book will instruct, entertain, and--hopefully--inspire.

The best teachers are leaders, and the best leaders are teachers.

Teaching by Heart summarizes the author''s key insights gained from more than forty years of teaching and managing. It illustrates how teachers can both lift people up and let them down. It proposes that the best teachers are also leaders, and the best leaders are also teachers.

In examining how to lead and teach, renowned Harvard Business School professor Thomas J. DeLong takes the reader inside his own head and heart. He notes that, as teachers, we often focus more on our inadequacies and missteps than on our strengths and unique talents. He explains why this is so by dissecting and analyzing his own experiences--using himself as a case study.

The book''s goal is to help readers learn about the intricacies of teaching and managing, and to impart lessons about how teachers can create a unique teaching atmosphere. To do this, the author analyzes the process of creating a curriculum, preparing for an eighty-minute class, managing the fifteen minutes before class begins, and evaluating the nature of the teaching experience after the session concludes.

Along the way, he connects specific classroom behaviors with leadership issues--in organizations, in teams, and in personal relationships. He also asks--and answers--some provocative questions, such as:

What happens on multiple levels when I teach or lead--with me, students, or professionals?What am I thinking and feeling as I process what students are thinking and feeling?How are my internal conversations affecting how I teach and lead?How do I manage my biases, including having "favorite" students?To what extent can I use teaching methods in the arena of management?

Throughout Teaching by Heart, DeLong discusses why empathy and authenticity matter. When teachers embrace this mindset, students have the opportunity to have a unique learning experience. Teachers and managers will learn how to create moments of transformation for students.

Whether you''re a university professor, a student, a business leader, or just someone fascinated by teaching, this book will instruct, entertain, and--hopefully--inspire.