Product Description

Don't Try To inspire Your People. That's Pointless. Just Stop The Seven Things You're Doing That Demotivate People Utterly. You'll Soon Become A Better Leader Unlike other leadership books, The Seven Failings of Really Useless Leaders does NOT concentrate on good or great leadership. (Or even on getting from good to great.) You see, we don't want you to copy all those so-called inspirational executives out there. We know that copying other people blindly just doesn't work. There's an even better reason why we don't want you to concentrate on what other executives do brilliantly. And the reason is this: we learn far more and far more quickly from our mistakes than from the things we do well. That's just human nature. So in this book we'll share with you exactly where people still foul up in leading others. Things that destroy bottom-line value. Now don't misunderstand us - we can't reveal the specific information from our coaching, teaching and consulting work - that would be unethical. But what we can do is this: we can summarise for you the seven key things that seem to occur time and time again - things people do that have a direct impact on the bottom line. And we've called these the Seven Failings of Really Useless Leaders. Jacqueline Moore and Steven Sonsino www.7failings.com

Product Details

• Amazon Sales Rank: #113909 in Books
• Published on: 2007-04-24
• Original language: English
• Binding: Hardcover
• 192 pages

Review
The fact that coach and academic Steven Sonsino, along with former Financial Times journalist Jacqueline Moore, has come up with a back-handed variation on Stephen Covey's Seven Habits of Highly effective People - The Seven Failings of Really Useless Leaders - is deeply refreshing. In fact, for those on the receiving end of a really, really useless boss the automatic response is probably 'Seven? So few?'. --The Guardian

Trying to emulate Gandhi or Jack Welch (or whichever other inspirational leader is your hero) is a waste of time. Up and coming leaders would be better off correcting their own flaws, rather than imitating other's greatness, says Steven Sonsino, a London Business School academic. --The Times

In a slightly cheeky jibe at Stephen Covey's Seven Habits of Highly Effective People, Steven Sonsino's new book, The Seven Failings of Really Useless Leaders, offers a healthy antidote to the seemingly endless leadership and management theories. A few years back, when asked, 'What do I have to do to become an inspirational leader?', thinking on his feet, Steven Sonsino of London Business School replied 'It's better to ask "what do I have to stop doing"'. This exchange got Sonsino thinking further. Why is it, that despite knowing all the management facts and theories, organisations are still blighted by poor management and poor leadership? One explanation might be that managers buy and consume all this knowledge and then put it on the shelf and not into practice. The seven failings that Sonsino identifies are that poor leaders: 1. Kill enthusiasm 2. Kill emotion 3. Kill explanation 4. Kill engagement 5. Kill reward 6. Kill culture 7. Kill trust. (For more explanation, see People Management, 11 January 2007) --People Bulletin

The Guardian, April 2007
The fact that coach and academic Steven Sonsino, along with fellow
author Jacqueline Moore, has now come up with a back-handed variation on
Stephen Covey's The Seven Habits of Highly Effective People - The Seven
Failings of Really Useless Leaders - is deeply refreshing. In fact, for
those on the receiving end of a really, really useless boss the automatic
response is probably 'Seven? So few?'

The People Bulletin, April 2007 (apinfo.co.uk)
Short-termism is ripping apart people management strategies

In a slightly cheeky jibe at Stephen Covey's Seven Habits of Highly
Effective People, Steven Sonsino's new book, The Seven Failings of Really
Useless Leaders, offers a healthy antidote to the seemingly endless
leadership and management theories.

A few years back, when asked, 'What do I have to do to become an
inspirational leader', thinking on his feet, Steven Sonsino of London
Business School replied "It's better to ask 'what do I have to stop
doing'". This exchange got Sonsino thinking further. Why is it, that
despite knowing all the management facts and theories, organisations are
still blighted by poor management and poor leadership? One explanation
might be that managers buy and consume all this knowledge and then put it
on the shelf and not into practice.

The seven failings that Sonsino identifies are that poor leaders:

1. Kill enthusiasm
2. Kill emotion
3. Kill explanation
4. Kill engagement
5. Kill reward
6. Kill culture
7. Kill trust.