Exploring the evolving nature of leadership, this collection emphasizes that leadership is a continuous journey rather than a fixed state. Leandro Herrero reflects on how experiences, encounters, and personal growth shape one's character as a leader. The concept of "Camino," meaning road in Spanish, underscores that the essence of leadership lies in the journey itself, with actions and their impact being the true measures of leadership. This work invites readers to view leadership as an ongoing quest rather than a destination.
A flipping point in the trend for adopting absurd management ideas needs to be reached. Management needs deprogramming. This book of 200, tweet-sized, vignettes, looks at the other side of things - flipping the coin. It asks us to apply more rigour and critical thinking in how we use assumptions and management practices created many years ago.
Exploring the dichotomy between 'Therefore People' and 'However People', this book encourages a shift towards critical thinking in organizations. It advocates for embracing contrarian views and reframing conventional questions to uncover new possibilities. By challenging entrenched beliefs, readers are invited to adopt a mindset that values options and creativity in the workplace. Leandro Herrero's insights aim to inspire a culture of 'However' thinking, fostering remarkable work and innovative solutions.
Focusing on the premise that small, strategic changes can yield significant results, the book presents a framework of 30 transformative ideas—10 structures, 10 processes, and 10 behaviors. These concepts aim to enhance organizational effectiveness without the need for extensive, costly initiatives. By emphasizing the compound impact of these simple yet powerful rules, the author offers a practical guide for leaders and managers seeking to reshape their workplace culture and improve working practices efficiently.
Most conventional 'change management' programmes fail. This is mainly due to the fact that they are often based on wrong assumptions such . When we change the process/system, people will change their behaviour . Changes need to come from the top and filter down . Big changes need big actions . Cultural change is a painful, long-term process with no short-term results Viral Change(TM) provides a completely different framework for change. It is based on recent 'discoveries' across disciplines such as network and behavioural sciences. It shows how a combination of the right language and frame, a small set of non-negotiable behaviours (all spread by a small number of activists) and the creation of 'tipping points', creates lasting cultural change in organisations. Unlike conventional methods of change management, Viral Change(TM) is faster, far more effective, potentially more inclusive and certainly long lasting. Since change is constantly present in any organisation, this book will appeal to people at different levels of management or leadership, who want to reshape their culture through the power of internal social networks and aim at greater organisational effectiveness in day-to-day organisational life (not just during change initiatives).
In today's complex and unpredictable business environment, traditional skills and competencies are no longer sufficient for success. A select group of managers possess the unique mental models and skills necessary to thrive, yet many organizations remain unaware of their importance. This book identifies 12 key types of individuals who can significantly impact a company's success and provides guidance on finding and cultivating these leaders. By embracing new approaches and fostering an innovative mindset, organizations can achieve extraordinary success and adaptability.
The Leader with Seven Faces by Leandro Herrero is a novel book on leadership with emphasis on what to practice to become a leader or to improve your own leadership skills. It maps, explores and develops the seven faces of any leader: what you say (language, meaning and intention), where you go (maps, destinations and journeys), what you build (spaces, 'homes' and legacy), what you care about (values, 'the system' and non-negotiable), how you do it (drivers, styles and structures), what you are (awareness, responsibility and identity) and what you do (role models, change and practice of leadership itself).
