The 10 Cardinal Sins of Leadership : What Thought Leaders Must Never Do to Succeed in High-Risk Environments

The purpose of this book is to provide a simple road map for leaders, aspiring leaders, students and anyone interested in the art of leadership to succeed in high risk environments. Often, leaders don’t know what they don’t know.

"Why do some leaders succeed and others fail? Is there a magic ingredient leaders must consider on their career journey to ensure the joy ride does not turn into a nightmare? What is the key to leaders maximizing success that is sustainable long-term? The purpose of this book is to provide a simple road map for leaders, aspiring leaders, students and anyone interested in the art of leadership to succeed in high risk environments. Often, leaders don''t know what they don''t know. One main culprit is lack ofassessing, measuring, analyzing and addressing Risk. Simply put, we don''t know what we don''t measure. What we don''t know can and will eventually harm leaders, organizations and their customers. Change is the new normal and only constant. As change grows,so does risk. Risk can be a friend or foe of thought leaders. It all depends on perspective, insight and knowledge. Ignorance is never bliss and leaders must leverage knowledge to mitigate risks at every turn. In The 10 Cardinal Sins of Leadership: What Thought Leaders Must Never Do to Succeed in High Risk Environments, readers will learn: How to identify, measure, analyze and address various types of risk. How to determine if risk is a friend or foe. Strategic planning concepts that will allow leaders to magnify, plan for, leverage and marginalize risks long term. Methods to ensure inclusion efforts don''t become overly exclusive. Thus, excluding key stakeholders and creating new levels of organizational risk. Techniques for looking back at organizational yester years to create a high performing journey map for the road ahead. The Value of Perspective. How we view things determines how we respond or wait to be disrupted unknowingly"--