Zest helps leaders and aspirant leaders to learn from real-world leadership examples and discussion, supported by research from leading institutions and practical advice from leaders and consultants. Zest bridges the gap between a deep theoretical textbook and the leader who is looking to learn from other leaders who have applied theoretical learning to different scenarios and, as a result, have a practical assessment of what worked and didn’t work.
Zest will help readers to:
- Understand what leadership competencies are required for a leader in the current and future workplace.
- Appreciate how communication can affect the performance of a team.
- Consider how high performing teams are created and scaled.
- Appreciate how social media can be used by leaders to grow their personal brand.
- Develop their approach to change management.
- Consider how their leadership approach needs to change to keep pace with the changing environment.
Many books have been written on leadership, either from the theoretical perspective or from a biographical stance.
Zest focuses on the everyday, practical side of leadership which is taken from leaders and consultants who are supporting leaders to deliver change or business outcomes.
Chapter Summaries
Chapter 2 - Leadership competencies. I’ll start with advice from the CIA before talking about one of the most important factors in leadership which is bravery. When was the last time you discussed bravery on a leadership programme? We’ll then look at some research from Deloitte and explore what VUCA means for you and your business.
Chapter 3 - Leadership approach. I will look at who are the real leaders in your business and how to spot them. Remember, a title doesn’t make a leader and many of your greatest leaders may go unrecognised. There is a review of leadership in action and also a discussion about servant leadership.
Chapter 4 - Communication. In this chapter, I’ll discuss how your business is seen as a trusted source of information and your responsibility to deliver great communication to your people. For those of you who have not yet embraced check-ins and regular feedback, there is a detailed discussion about check-ins.
Chapter 5 - Culture. I’ll discuss why a leader should create a great culture including the business benefits that can be achieved from building a culture that people want to be part of. There will be stories from Netflix, Zappos and Sony about how they have built their culture and the importance of values as part of the business culture.
Chapter 6 - Change. I’ll look at the reasons change fails and how leadership behaviours influence change. I’ve also included a revised change model based on Kotter and Lewin’s models to help understand how change should be managed in the current environment.
Chapter 7 - Customer driven leadership. A business is not a business without a focus on customers. The internet and social media have provided both threats and opportunities for great customer interaction and we’ll look at some of the interactions that have taken place. Some with a real wake up call for big businesses.
Chapter 8 - High performing teams. I will identify the constituents of a high performing team and discuss how the leader needs to be ready to lead a high performing team. There is some advice about imposter syndrome and how leaders can get past this to be able to lead a great team.
Chapter 9 - Networks. This chapter covers the importance of networks internally and externally to the business and the effect a good network can have on a leader. I’ll also discuss how social media networks are an important part of a leader’s network and that it’s not just about collecting business cards at a conference.
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