November 2017
Intermediate to advanced
272 pages
6h 59m
English
Content preview from The Leadership Contract, 3rd Edition
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Chapter 11Living the Four Terms of the Leadership Contract
Imagine for a moment you are about to take on a new leadership role. You are full of energy, ready to take on the challenge. You are brimming with confidence, and excited about the new title, increased compensation, and extra perks you will receive.
Now just before you start your new role, you and I have a conversation. In that discussion, I tell you that within the first year of your new job you will experience a significant crisis. News will break revealing that one of your company's products is faulty and responsible for the death of more than 100 people and the serious injuries of even more.
As a result, you and your company will experience a firestorm of harsh criticism from the media and the public. Your every word and move will be scrutinized on the nightly news. Within months, you will be testifying in front of the Senate as your company is eviscerated in a hearing on Capitol Hill.
If I told you that all those things would happen, would you still take on your new leadership role? Would you be as excited and as confident?
This is exactly what happened to Mary Barra, the CEO of General Motors (GM). Barra was appointed to her new role in December of 2013. When news of her appointment first broke, most of the media focused on the fact of her gender. Choosing a female CEO was undeniably a great step forward for GM and for corporations around the world. It was great for Barra, who over a 33-year career at GM, held ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.