It’s Not Always Right to Be Right: And Other Hard-Won Leadership Lessons

Length: 296 pages
Edition: 1
Language: English
Publisher: Wiley
Publication Date: 2020-11-03
ISBN-10: 0730389073
ISBN-13: 9780730389071
Sales Rank: #3179848 (See Top 100 Books)

A breakthrough guide to the real lessons of business

Have you ever noticed that individuals of brilliance often fall short of their true potential? Great ideas, concepts and initiatives seldom break through the sea of business mediocrity. As a senior international leader with over 30 years corporate experience, Hamish Thomson has discovered that true transformation and breakthrough comes from personal insight — derived not from intellect or technical mastery, but from experience and observation of real-life occurrences.

It’s Not Always Right to Be Right offers unique business and leadership insights, teachable models, and practical advice on what one needs to do differently to achieve desired results. Writing in a casual, autobiographical style, Hamish shares the key experiences and hard-won lessons that enabled him to drive significant change when all the right ways of doing things didn’t work. Packed with fascinating true-to-life stories and powerful, often counterintuitive lessons, this invaluable guide:

Distills a lifetime of business wisdom into a single volume
Offers honest business and leadership lessons drawn from a long and successful corporate career
Features learning messages, practical steps, and shareable strategic models and frameworks to help you make a tangible difference where it counts
Provides strategic models that can be used to frame discussions and drive change in individuals, teams, and entire organizations

It’s Not Always Right to Be Right is a must-read for anyone starting out in the business and corporate world, for anyone in the middle of their career looking to break through to the next level, and for senior leaders seeking to improve performance and drive meaningful change.

Cover
Title Page
Copyright Page
Contents
Purpose: What’s in it for you?
Introduction: Good, but not Great
Chapter 1 Law, Logic andRelationships
	A lesson I never forgot
		The practical part
		Models for the whiteboard
Chapter 2 Drains and Radiators
	Negativity hurts
	Leadership energy
		The practical part
		Models for the whiteboard
Chapter 3 The Man Who Used to Smile
	Reality bites
	Where I went wrong
		The practical part
		Models for the whiteboard
Chapter 4 Results Are Nice but awards Matter
	Awards are talent magnets
	Awards give rise to breakthrough and to ‘special’
	Awards provide clarity of focus and direction
	A boozy lunch lesson
	Winning: the drug of choice
	Risk vs awards
	How to win Cannes Global Advertiser of the Year
		The practical part
Chapter 5 It’s Not Always Right to be Right
	Getting to win–win
	Exceptions to every rule
		The practical part
Chapter 6 Noticed, Remembered, Understood
	Three steps to exceptional
	Noticed
	Remembered
	Understood
		The practical part
		Models for the whiteboard
Chapter 7 Ever Heard of Harry Redknapp?
	The ability to manage and negotiate emotion
	The ability to learn through adversity
	The ability to learn through others
	The ability to learn through immersion
	The ability to learn through self
	Believe in experience
	Introducing Harry
	Listen, refine and grow
		Personal learning
		Strategic learning
		Functional learning
Chapter 8 Bad Bosses Are Great Bosses
	The peril of bad bosses
	My bad bosses
		My lessons learned
Chapter 9 The 3 A’s (and one critical E)
	Centralisation station
	Assist, add value or accelerate
		Operational/Local teams
		Centralised/Regional/Global teams
Chapter 10 It Only Hurts When You Write the Cheque
	The message
Chapter 11 Get a Life
	Time on the ball
	The importance of messaging
	A question of choice
		The practical part
		Models for the whiteboard
Chapter 12 What Would Margaret Thatcher say?
	The value of being liked
		The science of likeability
		No dickheads
Chapter 13 Bring On the Grilling
	Theory of reactance
		Samson fires up the grill
		The British grillmaster
Chapter 14 The Hardest Part of a Decision
	Reflectors VS forward-lookers
	Decision-making non-negotiables
		The practical part
		Models for the whiteboard
Chapter 15 Culture Doesn’t Matter
	Corporate culture
		A story of foolhardiness
	Cultural crisis
		The practical part
		Models for the whiteboard
Chapter 16 Constant Dissatisfaction
	Channeling dissatisfaction
	A dissatisfied person’s approach to business models
		‘Sustaining success’? Impossible
		Realignment: trickier than it looks
	Dissatisfaction’s fallout
		The practical part
		Models for the whiteboard
Chapter 17 The Authentic You
	My wake-up call
		The practical part
		Models for the Whiteboard
Chapter 18 Who Is Writing Your Agenda?
	Leading my agenda
		The practical part
		Models for the whiteboard
Close: If Not You, Who?
INDEX
EULA