Reading is like giving leadership a “ground-baseing” and every page that you read today is the bottom line for the future。
This list may help you in the hope that the future will be a team leader in decision-making。
Many people who want to improve their leadership are caught in the trap of “learning a lot of skills, problems or panics” — either falling into fragmentation, or choosing the wrong book, or walking the wrong way. What is needed, from ordinary staff to qualified leaders, is a complete system of “basic skills to cognitive patterns”: first, the bottom-up logic of time management and interpersonal communication, then the skills, learning teams, and, finally, the boundaries of thinking to form their own management philosophy. As peter drucker, the master of management, said: “managing is a practice, and its essence is not `know', but `do'.” the following 16 books, in the order of `basic skills, practice awareness systems', help you to build up the matrix and pave the way for leadership。
Phase i: building on basic capacities (establishing an efficient and interpersonal bottom logic)
1. Tomato work graphics (working efficiency): from time management to quick mastering of the underlying methods of focused work and saving energy for subsequent learning. After all, “the man who controls the time is the man who controls the life”, and the efficiency of the leader, often starting with every 25 minutes of good management。
Weaknesses of humanity (interpersonal relationships): dale kaneki has read in the book: “interpersonal relations are the cornerstone of success, not the appendage.” the book helps you to understand basic human needs and to build a holistic understanding of human relationships is a prerequisite for communication and management。
Non-violent communication (darling): learning specific communication skills from basic cognitive learning, learning to use “observation-perception-need-request” to resolve conflicts. Remember, “it is not the voice that resolves the contradiction, but the temperature that makes the other side feel understood”。
Phase ii: upgrading of core skills (leadership, voice, team management)
Pyramid (oral/logical): mastering the expression framework of “conclusion first and above” to make communication, speech and reporting more persuasive. As the author, barbara minto, said: “the logical expression is the first step in making you understand and the core competitiveness of the leaders.”
Key dialogues (speaker/negotiator): focus high-risk dialogue scenes (e. G. Criticism of subordinates, negotiation cooperation) to learn how to build consensus in conflict. After all, “real leadership lies in the wisdom of dealing with difficult dialogue”。
6. The five obstacles to teaming (team management): diagnosis of team problems (lack of trust, fear of conflict, etc.) through fiction story, mastering the core solution of team cohesion. You know, “there are no perfect individuals, only complementary teams”。
7. Effective managers (leadership/management): in his book, drook stressed, “the value of a manager is not how much he does, but how much he lets a team do.” the book helps you move from “doing what you do” to “doing what you do” and understanding the core duties of a manager。
Phase iii: deepening practical applications (from skills to landing)
8. Enabling: building agile teams to deal with uncertainty (team management): learning how to break the hierarchy and activate team self-mobilization in complex environments. As the author stanley mcrestor put it: “the team of the future, it's not about control, it's about making every member glow.”
Five levels of leadership (leadership): a systematic understanding of the progression of leadership from `post power' to `characterism', clarifying its current stage and direction. Remember, “posts can only be obeyed and influence can be followed”。
From excellence to excellence (leadership/organization): studying the laws of excellence to excellence in enterprises and understanding the qualities of “level 5 managers” — the modest personality and firm professional will. The true leader, “can hold his head down and watch the road”。
Phase iv: cognitive upgrading (breach of mental boundaries)
Cognitive awakening (personal growth): understanding from a brain science point of view “why many reasons are not possible”, mastering the underlying logic of increased focus and action. After all, “the essence of leadership is self-leadership, and even those who cannot control themselves cannot bring a team”。
12. Deliberate practice (personal growth): learning how to refine skills (including leadership, communication) through purposeful practice. As the book says, “the genius is simply to turn someone else's `just try' into `do it'”
Thinking, speeding and slowness (recognition raising): understanding the working models of the brain's “intuitive quick thinking” and “rational slow thinking”, circumventing cognitive deviations in decision-making. The key decision-making of the leader is “often hidden in `lower' reason”。
14. " the beauty of the system " (awareness-raising): learning to use systemic thinking (e. G. Team conflicts, organizational bottlenecks) to avoid local perspectives. You know, “the key to solving complex problems is not on the surface of the problem, but in the connection of the system”。
Phase v: formation of an individual system (integrated knowledge, sedimentation principles)
15. Principles (integrated application): re dario shares the principles of the survival of the individual and the enterprise, helping you to integrate the knowledge you have learned into your own guidelines. “the principle is not a constraint, but a compass to keep you awake in chaos”。
16. The poor charlie monument (cognitive/leadership): breaking down single discipline limits through charlie manger's pluralist thinking model. As manger said: "the world is like a nail to someone with a hammer in his hand. And what leaders need is a toolbox."
Being a leader was never the luck of being “suddenly promoted”, but of being “ready in advance”。
These 16 books, which cover the full chain of competencies from efficient work, communication to team management, cognitive upgrading, do not need to be read in one breath, but can be put on hand: " non-violent communication" in case of team conflicts, "the pyramid principles" in order to improve expression, and "recognition awakening" in case of growing up
Four additional books on leadership, mouth and team management were recommended:
Manager's reference: intelligence and socialization: intelligence is an important part of leadership. The book, which is a reference series for managers, emphasizes the need for leaders to perceive their emotions, understand the psychological needs of others, create a positive team atmosphere through common sense, and provide a methodology for emotional development of leadership。
- leadership: the author, bremen brown, has argued that “real and courageous” is an important feature of modern leadership, subverting the traditional notion of “hard-line leadership” and pointing out that the courage to acknowledge uncertainty and show vulnerability is key to confidence-building, fit for a rapidly changing environment and gives managers a new sense of leadership。
Art of speech (15th ed.): this is a classic work in the field of speech, detailing the preparation, organization, expression and feedback of speeches and helping readers to understand and apply techniques through a large number of cases, which are suitable for those who wish to enhance public ability to speak。
- one minute manager: building efficient teams: the book presents a four-stage model of team development: positioning, dissatisfied, integrated, results and leadership strategies, with a strong sense of integrity that helps managers to better lead team development。
The real advancement lies not in the number of books read, but in the fact that every book solves a real problem, and every step is on the path of “from knowing to doing”. If you are also working hard for future leadership, you might want to start with the first and slowly build up a framework of capabilities that belongs to you — after all, the best time to prepare is always now。
If you've read one of them, or if you've got a better list of them, welcome to the comment area and we'll grow up together
1. The purpose of reading is not to hoard knowledge, but to allow each cognitive fragment to eventually be a puzzle to solve the problem。
The true “bookcase leadership” does not lie in the number of books, but in the number of pages you have torn from them to fit into your workbook。
Reading without problems is like going to the market with an empty basket — it seems full, but nothing is left。
The good book is the “wrong book” of the leader, and the pits and lessons learned from other people are hidden between words, depending on whether you are willing to bend to pick them up。
The point of reading is not that you suddenly become strong, but rather that when opportunities come, you do not give up because of a “cognitive void”。
From “read and forget” to “use and use”, it is not the memory that is bad, but the ability to break the book into “the next step”。
7. The leader's bookcases hide his pattern: those who read only skill books, not far away; those who eat through the book of knowledge, the road is wider。
Reading is like “ground-based” for leadership, and every page that is read today is the bottom line for the future to stand even further。
Don't ask “does this book work”, but first ask “what are you going to solve with it” — useful not for books, for you to read with purpose。
All excellent leaders are hybrids of “bookheads” and “activists”: they are willing to sink their hearts into books and dare to pick up their sleeves。
Reading is not about being a “book porter”, but about being a “knowledge translator” — translating the experiences of others into ways in which they can land。
The speed with which leaders grow is hidden in the frequency with which they read: some read 10 copies a year, with 100 points of effect; others read 100 copies, but only “i know”。
Do not allow “no time to read” to be used as an excuse for people who really want to be promoted to turn the logic of the book into a “time-saving tool” and to read more and more。
14. A good book is like a mirror, read with the wisdom of others, and when it is combined, see where it belongs。
15. The depth of learning determines the depth of leadership: it is only by learning a way to learn and to learn。
Not all books must be read from the beginning to the end, and leaders must read as if they were “reading with a surgical knife” — precise enough to get into their missing parts to solve the problem。
Turning the book's “big story” into “small action” is like making food into a regular home, and other people's recipes are as good as their own。
The greatest value of reading is to allow you to leap out of your mind of “more than one solution” when you encounter difficulties — the magic of cognitive upgrading。
Don't superstitiously believe in “single myths”, and what really helps you is the cycle of “reading a book, using it once, over and over again”, which is better than swallowing the date。
The leaders' bookcases should include “toolbooks to solve immediate problems” as well as “cognitions to pave the way for the future” — the former for survival and the latter for development。
Reading is like opening a “window” to thinking, and for each more, there is a light in decision-making, less blind zones and less prejudice。
Leaders who do not read, walk by experience; and those who read, who pave the way with the experience of others — the former are easy to wrestle and the latter are more stable。
Don't ask “when it's best to start reading”, the answer is always “now”: no one on the track in the world of work waits for you to finish your book, but read books help you to run faster。
The value of a good book is not that it tells you “what is right”, but that it teaches you “how to find the right” — the ability that leaders need most。
Reading is not “one-on-one” and reading and discussing together with a team would transform the philosophy of the book into a team consensus and be more powerful than learning it alone。
The true reading of books is to allow the knowledge of books “to enter your actions through your brain” — otherwise, the collection of books is simply set up。
27. The leadership's cognitive ceiling is often hidden in books that he does not read: books that do not dare touch an unknown field are difficult to break through the inherent boundaries of thinking。
Consider reading as “dialogue with masters”: open books, you listen to him; join books, you try to solve your problems in his own way。
Don't pursue “read and remember”, it is knowledge points that can be remembered, and it is true internal wisdom that influences your decision-making in a subconscious way。
The ultimate goal of reading is not to make you a “knowledge rich man”, but to make you a “problem of problems” — after all, the value of the leader is ultimately to be proved by the problem。
