Three Peaks Leadership

Philip Levinson

Description

Key Features

·  From the foothills to the final descent, a no-nonsense guide to the top job.

·   Packed with examples, strategies, tips and techniques for tackling the ‘unfathomable’ role, from developing strategy, crisis management and stakeholder relations to developing personal resilience and emotional intelligence.

· Aimed at top leaders at all stages of their careers, whether aspiring to the top job or preparing for a transition to a new one.

Sujets

• Santé et bien-être
• Développement personnel
• développement personnel
• Director ejecutivo
• Career ladder
• Self-help
• Board of directors
• CEO

Informations

• Publié par: Practical Inspiration Publishing
• Date de parution: 01 mars 2021
• Nombre de lectures: 8
• EAN13: 9781788602273
• Langue: English
• Poids de l'ouvrage: 2 Mo

Extrait

As a CEO of a private equity real estate firm, I learned a lot from this book and only wish I had been able to read before I had my current job.
Matt M. Bronfman - CEO, Jamestown, L.P.
Philip has penned a highly readable primer illustrated with a mixture of academic research and opinion and the highly relatable catharsis of a fruitful career through the echelons of management. Three Peaks Leadership may be written with a CEO role in mind, but it should resonate with a much wider audience of individuals progressing through the halls of management, responsibility and the uncertainties that these may provoke.
This is a book that senior managers should retain in the top drawer of the office desk, as barely a day will pass when a situation will not present itself to challenge a business leader. Three Peaks may not immediately resolve the problem at hand, nevertheless, in turbulent times a quick scan of the Contents section will help steady the hand on the tiller and afford the reader an opportunity to steer back on course when the elements conspire otherwise.
Paul Durrant - CEO, Conduit Group
With more companies realizing they now require a social licence to operate, culture and purpose are essential ingredients for sustainable high performance. Three Peaks Leadership provides the clear strategic insights into all those areas of focus that are critical for CEOs to achieve this goal.
Rod Leaver - CEO, Knight Frank Australia
As a new leader of a new team, there is so much I am learning from this book: Philip s points on agility, listening, humility and curiosity have resonated with me most.
Cameron Brownjohn - CEO, Federation Asset Management
Three Peaks Leadership is immensely readable... it lays it out simply for any aspiring or existing CEO, how to be an effective leader and what s par for the course... self-awareness, ability to move forward while making it an inclusive journey as an effective teamleader. Every so often, CEOs tend to be in self-deception mode whether at the foothills or at the summit; this book helps along that journey.
Yash Misra - CEO, IdeasX
There are plenty of self-help and professional development books that assume a lot about the reader and about their level of experience. Philip Levinson doesn t make these assumptions, and as a result has produced a book with advice that can be applied to any stage of your career - from a start-up with a team of three, to a CEO of a major company. It s written in a way that s accessible and relevant to a broad audience, with a lifetime of experience to back it up.
Michael Thompson - Producer, Fear and Greed
Lev s book is a raw and pragmatic guide to the CEO role, and tackles the complexities of the role with brutal honesty and candour. It s a fantastic guide for any new or aspiring CEO.
David Blight - former Global CEO, ING Real Estate

First published in Great Britain by Practical Inspiration Publishing, 2021
Philip Levinson, 2021
The moral rights of the author have been asserted
ISBN 9781788602280 (print)
9781788602273 (epub)
9781788602266 (mobi)
All rights reserved. This book, or any portion thereof, may not be reproduced without the express written permission of the author.
Every effort has been made to trace copyright holders and to obtain their permission for the use of copyright material. The publisher apologizes for any errors or omissions and would be grateful if notified of any corrections that should be incorporated in future reprints or editions of this book.
Figure 1 drawn by Andrew Pagram of Beehive Illustration.
It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.
Theodore Roosevelt
Contents
Foreword by Phil Kearns
About the author
Acknowledgements
Preface
Introduction: The CEO challenge and a Three-Peak solution
Part 1: In the foothills
Chapter 1 : Looking ahead: The CEO role
Chapter 2 : Looking ahead: Start before you start
Chapter 3 : Fighting fit: Resilience and wellbeing
Chapter 4 : A job in your sights
Part 2: Peak #1: The first 100 days
Chapter 5 : Preparing the ground: The first 100 days
Chapter 6 : Introducing the CEO playbook: A blueprint for success
Chapter 7 : Building and leading teams
Chapter 8 : Culture and communication
Part 3: Peak #2: Running the business
Chapter 9 : Two inspirational views of leadership
Chapter 10 : Strategy
Chapter 11 : Managing yourself and your time
Chapter 12 : Crisis management
Chapter 13 : Governance, compliance and risk
Part 4: Peak #3: Leaving the business
Chapter 14 : Future-proofing the business
Chapter 15 : Exiting with grace
My top 10 biggest CEO mistakes
Foreword by Phil Kearns
I N 1992 , ON tour with the Wallabies to Ireland and Wales, our skipper Michael Lynagh got injured and had to go home. It was the week before the Welsh test; test week is always intense - it s what you play for. Bob Dwyer, our coach, called me into his room. It s rarely good when you get called to the coach s room as it usually means you are going to get dropped or are about to have a discussion on why you are playing so bad . After the niceties, I said to Bob, What s up? He said, I m making you skipper.
I was completely overwhelmed. A billion thoughts were running through my head, and at the same time none at all. It was just bizarre but I knew it was a great honour. A great honour to lead these men; a great honour to lead my country; a great honour to uphold the history of the past Wallabies.
A sudden realization came over me: what do I do? Where do I start? What do I say? I had no clue.
I said to Bob, What do you want me to do? and then the words I will never forget from a man I love and I have the ultimate respect for. He said, Be yourself and the rest will follow. He added, I ve picked you for what you do on the field, on the training paddock and off the field, so just do more of that.
I ve never forgotten it and will take it to my grave and have used it in organizations I have led.
Having said all this, I wish I d had Philip Levinson s book at the time.
Throughout my career as a sportsman and in business, having someone step up, take the reins and lead has been critical. Done well, it s the difference between winning championships and being slated by the press; between the sustainable growth of a company or the humiliation of going bust.
Yet, while the topic of leadership is much discussed, there is surprisingly little written about why people want to take the top job and the now what? moment they might feel when they get there. In this book, Philip delves into what makes someone put up their hand to take responsibility for leading an organization and the wellbeing of its stakeholders - while avoiding some of the most common (and in retrospect, avoidable) mistakes. Based on his own experience, including his own mistakes and lack of knowledge, he chronicles the path from preparing to lead, through performing the role, right up to exiting with grace.
Interspersed with anecdotes from his business and military experiences, interviews with leading business leaders and the latest research, Three Peaks Leadership provides an indispensable and practical guide for anyone aspiring to the role of CEO or already facing the maelstrom of daily issues doing the job entails.
We all make mistakes; it s a vital part of trying. Failure is often a precondition to success. What sets the successful apart is the ability to take a step back, have a long, hard, honest look at ourselves and learn from our mistakes. Throughout the book, Philip speaks to the essence of leadership: maintaining a sense of curiosity, asking why - and listening to the answers; watching how decisions unfold when you re feeling exposed to the harsh light of day and trusting our gut that we have the wisdom and experience to make the difference we want to see.
I can certainly relate to what can seem like the impossible balancing act of knowing when to apply those soft skills and when to be tough or making the right judgements in the face of competing claims for attention and resources. It takes teamwork and high-end communication skills. It requires a healthy dose of self-awareness and self-control. It needs a strong sense of values, purpose and direction to keep driving forward. And, when the chips are down, you ll need the presence of mind to take time out to press reset, to be kind to yourself to make you a more rounded leader.
Philip provides a sometimes brutally honest account of his time at the top - warts and all - so that we can all learn from his experiences, and have some idea of where the landmines might be buried in the minefield that is today s corporate environment.
About the author
F ORMER N AVAL I NTELLIGENCE Officer, Philip Levinson is an Asia-based corporate advisor, CEO mentor and managing partner of Penmount Partners, which provides targeted capital markets and leadership coaching solutions to both publicly listed and private real estate sectors globally.
Philip has held senior roles in real estate, funds management and more recently as CEO of two Singapore Stock Exchange-listed real estate investment trusts (REITs). He has advised clients throughout Asia Pacific, Europe and the United States on a variety of real-estate-focused corporate