Table of Contents

"The Shackleton Saga Part I: Ten Strategies for Leading at the Edge 1. Vision and Quick Victories: Never Lose Sight of the Ultimate Goal, and Focus Energy on Short-Term Objectives 2. Symbolism and Personal Example: Set a Personal Example with Visible, Memorable Symbols and Behaviors 3. Optimism and Reality: Instill Optimism and Self-Confidence, but Stay Grounded in Reality 4. Stamina: Take Care of Yourself: Maintain Your Stamina and Let Go of Guilt 5. The Team Message: Reinforce the Team Message Constantly: We Are One--We Live or Die Together. 6. Core Team Values: Minimize Status Differences and Insist on Courtesy and Mutual Respect 7. Conflict: Master Conflict--Deal with Anger in Small Doses, Engage Dissidents, and Avoid Needless Power Struggles 8. Lighten Up! Find Something to Celebrate and Something to Laugh About 9. Risk: Be Willing to Take the Big Risk 10. Tenacious Creativity: Never Give Up--There's Always Another Move Part II: Case Studies in Leading at the Edge 11. Introduction to the Case Studies 12. Business Communication Systems (AT&T): Back to the Future 13. Rice Health Systems: Healing a Sick Organization 14. Weyerhaeuser Company: Transforming a Culture 15. Malden Mills: Rising from the Ashes Part III: Continuing Your Expedition 16. Learning to Lead at the Edge 17. Epilogue: A Perspective on Success and Failure Part IV: Resources for Leading at the Edge Resources Critical Leadership Skills Survey Your Leadership Expedition: A Personal Development Plan Further Readings from the Edge Notes Index"

About the Author

Dennis N. T. Perkins, Ph.D. (Branford, CT) is president of the Syncretics Group, a consultancy that specializes in effective leadership. Margaret P. Holtman is director of employee development at Hartford Life, Inc. Paul R. Kessler is a managing consultant at Stromberg Consulting. Catherine McCarthy, Ph.D., is a principal of the consulting firm Kaye & McCarthy.