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<p>Foreword ix<br /><i>Stephen H. Rhinesmith</i></p> <p>Preface xv</p> <p>Acknowledgments xvii</p> <p>Introduction 1</p> <p><b>Part One: The Importance of Unnatural Leadership</b></p> <p>1 Ten Unnatural Acts 11</p> <p>Exercise: Assessing Your Unnatural Leadership 29</p> <p>2 Adapting to an Increasingly Unnatural Environment 31</p> <p>Exercise: Breaking the Rules of Natural Leadership 46</p> <p>3 Resistance Factors 47</p> <p>Exercise: Assessing Your Resistance to Unnatural Leadership 66</p> <p><b>Part Two: Personal Challenges for the Unnatural Leader</b></p> <p>4 Refuse to Be a Prisoner of Experience 71</p> <p>Exercise: Refusing to Be a Prisoner of Experience 86</p> <p>5 Expose Your Vulnerabilities 89</p> <p>Exercise: Exposing Your Vulnerabilities 102</p> <p>6 Acknowledge Your Shadow Side 107</p> <p>Exercise: Acknowledging Your Shadow Side 122</p> <p>7 Develop a Right-Versus-Right Decision-Making Mentality 125</p> <p>Exercise: A Tool for Developing an Unnatural Decision-Making Mentality 137</p> <p><b>Part Three: Leading Teams as an Unnatural Leader</b></p> <p>8 Create Teams That Create Discomfort 141</p> <p>Exercise: Creating Teams That Create Discomfort 158</p> <p>9 Trust Others Before They Earn It 161</p> <p>Exercise: Trusting Others Before They Earn It 174</p> <p>10 Coach and Teach Rather Than Lead and Inspire 177</p> <p>Exercise: Coaching and Teaching Rather Than Leading and Inspiring 188</p> <p><b>Part Four: Leading the Organization as an Unnatural Leader</b></p> <p>11 Connect Instead of Create 193</p> <p>Exercise: Connecting Instead of Creating 206</p> <p>12 Give Up Some Control 209</p> <p>Exercise: Giving Up Some Control 221</p> <p>13 Challenge the Conventional Wisdom 225</p> <p>Exercise: Challenging the Conventional Wisdom 239</p> <p>14 Giving Yourself Unnatural Options 243</p> <p>Bibliography 251</p> <p>Index 257</p> <p>About the Authors 267</p>

"...well presented challenging ideas..." (Long Range Planning, Number 38, 2005)<br> <br> Pity the CEO who thinks he can be a know-it-all micromanager and still succeed. In Unnatural Leadership (Jossy-Bass), executive coaches David L. Dotlich and Peter Cairo list 10 guidelines that today's best executives are adopting. Among them: inviting change, being approachable and considering the views of the mail-room kid with the green hair. "We tell our clients, 'You have to win your followers every day,' " says Dotlich. Some of the unnatural acts the authors recommend are: "Coach and Teach Rather Than Lead and Inspire," "Expose Your Vulnerabilities" and "Trust Others Before They Earn It." Cairo says what's missing from other leadership manuals are instructions on how to practice the techniques. So each chapter in this book ends with exercises like "acknowledging your shadow side" (the power-hungry, mircromanaging stuff) to smooth the transition from arrogance to unnatural humility. (Time Magazine, May 20, 2002)<br> <br> "...there is a lot here to stimulate you to review what you think is 'natural' and consider alternative courses of action which might prove, in the long term, to be more worthwhile..." (EDGE, Autuymn 2002)

<p><b>DAVID L. DOTLICH</b>, former executive vice president of Honeywell and Groupe Bull, is a partner of CDR International (www.cdrintl.com) and coauthor of <i>Action Learning</i> (Jossey-Bass, 1998) and Action Coaching (Jossey-Bass, 1999), both of which identify breakthrough ways to develop leaders and are used by companies throughout the world. He is a business adviser, educator, and coach to top executives of Johnson & Johnson, Intel, Siemens, Bank of America, Novartis, Sun Microsystems, The Gap, Nike, Sprint, Washington Mutal, and more.</p> <p><b>PETER C. CAIRO</b>, former chair of the Department of Organizational and Counseling Psychology at Columbia University, specializes in the areas of leadership development, executive coaching, and business effectiveness. He is a partner of CDR International (www.cdrintl.com). His clients include Andersen, Avon, Bank of America, Colgate Palmolive, Lilly, and Merck. He is coauthor of <i>Action Coaching</i> (Jossey-Bass, 1999).</p>

<p><b>STEP OUTSIDE YOUR COMFORT ZONE AND BECOME A NEW KIND OF LEADER</b> <p>"<i>Unnatural Leadership</i> captures the dilemmas and complexities of leading in a high-performing organization. These two executive coaches draw on their broad experience in working with some of the world's top companies to offer a compelling look at how executives think about leading in the 21^st century. The book is packed with true stories from the front lines. Each page conveys what today's leader needs to do in order to achieve extraordinary results."<br> —<b>Andrea Jung,</b> chairman and CEO, Avon Products <p>"I've given many presentations on the connection between strong character and strong leadership. It's encouraging to read a book that recognizes this truth. It does take strength of character to break out of the comfortable, expected methods of running a company and to look a subordinate in the eye and unflinchingly say, 'I don't know.' That's what unnatural leadership is all about."<br> —<b>Stephen R. Covey,</b> author, <i>The 7 Habits of Highly Effective People</i> <p>"This book is unnatural. It delves into the challenges, realities, and contradictions of being a leader today. Dotlich and Cairo reveal what they've learned from working with global CEOs and senior leaders, and how leaders at any level can accept their strengths and weaknesses, and improve on them."<br> <b> —Bill Weldon,</b> vice chairman, board of directors, Johnson & Johnson <p>"In this bold, thought-provoking book, Dotlich and Cairo challenge leaders, teaching them how to rethink the old sacred cows, redefine their roles, and constantly reinvent their game. A must-read!"<br> <b> —Robert Kriegel,</b> author of <i>If It Ain't Broke … BREAK IT!</i> and <i>How to Succeed in Business Without Working So Damn Hard</i> <p>"This book strongly reinforces my own mantra, that healthy people and healthy relationships are what make healthy companies. Dotlich and Cairo have learned that the leaders who succeed in today's workplace are those who expose their vulnerabilities, admit their flaws, embrace team members who are 'different.' As a psychologist, I applaud this trend for human reasons. As a business adviser, I acknowledge that it's a prescription for corporate success."<br> <b> —Bob Rosen,</b> CEO of Healthy Companies International and author, <i>Global Literacies </i> and <i>Leading People</i>

"<i>Unnatural Leadership</i> captures the dilemmas and complexities of leading in a high-performing organization. These two executive coaches draw on their broad experience in working with some of the world's top companies to offer a compelling look at how executives think about leading in the 21st century. The book is packed with true stories from the front lines. Each page conveys what today's leader needs to do in order to achieve extraordinary results." <br /> — Andrea Jung, chairman and CEO, Avon Products <p>"I've given many presentations on the connection between strong character and strong leadership. It's encouraging to read a book that recognizes this truth. It does take strength of character to break out of the comfortable, expected methods of running a company and to look a subordinate in the eye and unflinchingly say, 'I don't know.' That's what unnatural leadership is all about."<br /> — Stephen R. Covey, author, <i>The 7 Habits of Highly Effective People</i></p> <p>"This book is unnatural . . . It delves into the challenges, realities, and contradictions of being a leader today. Dotlich and Cairo reveal what they've learned from working with global CEOs and senior leaders, and how leaders at any level can accept their strengths and weaknesses, and improve on them."<br /> — Bill Weldon, vice chairman, board of directors, Johnson & Johnson</p> <p>"Leading today is complex. Our world is becoming more and more global, interconnected, and turbulent. In <i>Unnatural Leadership</i>, Dotlich and Cairo offer practical ideas and useful tips for dealing with the challenges of leading in a global organization."<br /> — Joseph Berardino, CEO, Andersen</p> <p>"This book strongly reinforces my own mantra, that healthy people and healthy relationships are what make healthy companies. Dotlich and Cairo have learned that the leaders who succeed in today's workplace are those who expose their vulnerabilities, admit their flaws, embrace team members who are 'different.' As a psychologist, I applaud this trend for human reasons. As a business advisor, I acknowledge that it's a prescription for corporate success."<br /> — Bob Rosen, CEO of Healthy Companies International and author of <i>Global Literacies</i> and <i>Leading People</i></p> <p>"Retaining and engaging your top talent is the only way to prosper in a knowledge-based economy. And it's even more crucial in our volatile times. Who else will steer you through but your smart, creative, skillful people? Give them each a copy of <i>Unnatural Leadership</i>, and do it immediately. That way they'll know you're serious about winning and worth their personal commitment."<br /> — Ed Gubman, author of <i>The Talent Solution</i></p> <p>"In this bold, thought-provoking book, Dotlich and Cairo challenge leaders, teaching them how to rethink the old sacred cow thinking, redefine their roles, and constantly reinvent their game. A must-read!"<br /> — Robert Kriegel, author of <i>If It Ain't Broke BREAK IT!</i> and <i>How to Succeed in Business Without Working So Damn Hard</i></p> <p>"Don t just read this book. Devour it. Put it your pillow so its message moves from your head to your heart. Unnatural Leadership is a must-read for doing business in the 21st century."<br /> — Alan Parisse, Named one of the twenty-one top business speakers for the 21st Century</p>

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