1st Edition
The 10 Cardinal Sins of Leadership What Thought Leaders Must Never Do to Succeed in High-Risk Environments
Why do some leaders succeed and others fail? Is there a magic ingredient that the leaders must consider in their career journey to ensure the joy ride does not turn into a nightmare? What is the key to maximizing leaders' success in ways that are 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 the lack of assessing, measuring, analyzing, and addressing risk. Simply put, we don’t know what we don’t measure. What is not known 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 to 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 a foe
- Strategic planning concepts that will allow leaders to magnify, plan for, leverage, and marginalize risks long term
- Methods to ensure that inclusion efforts do not become overly exclusive, thus excluding key stakeholders and creating new levels of organizational risk
- Techniques for looking back at organizational yesteryears 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
Chapter 1: Planning (The Cardinal Sin of Not Having a Plan)
- 3 Arrows Thought Leaders Must Have in Their Quiver to Succeed
- Leading with Purpose
Chapter 2: Risk (The Cardinal Sin of Not Knowing, Assessing, Measuring & Mitigating Risks)
- Risk Assessing Market Turbulence: Is Disruption at Your Doorstep or A Mile Away?
- Risk Assessing Next Level Roles: Good Fit or A Career Pothole?
- Risk Assessing Organizational Training & Knowledge Capabilities: Is it a Knowledge Expander or A Waste of Resources?
- Risk Assessing Flight Risks: Predicting Leadership Turnover with Risk Tools
- Assessing Risk for Partnerships: Run for the Hills or Welcome to the Family?
Chapter 3: Time (The Cardinal Sin of Failing to Use Time Wisely)
- Case Study: The Value of Studying Time-Is All Activity Value Add or Wasted Motion?
- Catch or Release? Time Management Concepts Top Leaders Need to Succeed
Chapter 4: Value (The Cardinal Sin of Not Understanding Value)
- Determining Leadership Net worth: Do you know your Value to the Organization and Beyond?
- The Value of Effective Leadership in High Risk Environments
- The Value of Goals: Are they Rudders or Anchors?
- The Value of Sustainability-Leveraging Improvement Methodology to Impact Humanity Long-term
Chapter 5: Knowledge (The Cardinal Sin of Lacking Knowledge Fundamentals & Failing to Share Knowledge)
- Knowledge 2.0: Talent Tools Visionary Leaders Must Have to Succeed in High Risk Environments
Chapter 6: Vision (The Cardinal Sin of Failing to Plan for Tomorrow by Focusing Solely on Today)
- Vision 2.0: Planning for the Road Ahead: Simple Tools Visionary Leaders Will Need to Succeed
Chapter 7: Conflict (The Cardinal Sin of Mismanaging Relationships to Drive Outcomes)
- The Art of Conflict Resolution: What Leaders Must Know to Thrive in a Change Driven Market
- The Snapback Effect: When Culture Misaligns with Process Change
- The Art of Integration: The Basics to Successfully Merge Teams, Cultures and Organizations
Chapter 8: Perspective (The Cardinal Sin of Failing to Look Back When Planning for the Future)
- Is All Disruption Bad? Case Study Approach to Determine Friend or Foe in Times of Change
Chapter 9: Exclusivity (The Cardinal Sin of Being So Inclusive that it Becomes Exclusive)
- Case Study: Is it Possible for Inclusion Programs to Become Exclusive? When Diversification Effects Become Siloed & Ineffective
Chapter 10: Waste (The Cardinal Sin of Not Recognizing the Elephant in the Room)
- Is Organizational Waste a Risky Proposition?
Biography
Casey Bedgood is a healthcare leader with over 20 years of experience. Casey is a Six Sigma Black Belt and accomplished author. Over the years, Casey’s work has been recognized, sourced, and modeled by National and Global best practice organization’s in the healthcare industry and beyond. He has amassed a portfolio of dozens of publications on topics such as: thought leadership, knowledge transfer, performance improvement, strategic design, innovative thinking, transformation, Quality Management System (QMS), and many others. Subsequently, many large complex healthcare enterprises across the US, Canada, and Singapore have sourced and sought after Casey’s thought leadership expertise. In addition, he is the author of The Ideal Performance Improvement Eco-System: Quick Guide to Improvement Made Easy.
Casey earned a BBA Magna Cum Laude from Mercer University and a Master’s of Public Administration from Georgia College & State University (GCSU). He is an IISE Lean Green Belt, Six Sigma Green Belt, and Six Sigma Black Belt as well as CAP trained via GE and a member of the American College of Healthcare Executives (ACHE).
