Are you a founder thinking, ‘This used to be fun!’?
Are you stuck, thinking ‘where to from here’? Are you overwhelmed and exhausted from trying to do it all, yet unsure of what you should (and shouldn’t) be doing?
It’s time to enjoy this adventure again. You can be the best founder as leader to your team by shifting from doer to leader, and from operations to strategy.
This essential book examines the importance of learning to let go. It matters for you, your team and your business.
This book will help you to:
• step away from the day-to-day and step up as a strategic leader
• set boundaries, identify the work you should do, and let go of what you shouldn’t
• re-establish your reputation, internally and externally
• build the best relationships and team to support you and your business.
表中的内容
Introduction
First things first
Your Legendary Leader Roadmap
Everything has consequences
From startup to scaleup
From garage band to jazz band
The cracks of scale
Part One: Roadblocks
Reputation roadblocks
Role roadblocks
Relationship roadblocks
Right team roadblocks
Part Two: Reputation
Reputation is perception
When no one’s looking
Look in the mirror
Elevate your reputation
Invest in your reputation
Part Three: Role
Do the right work
You’re probably not the best CEO
Establish your boundaries
Stop doing all the stuff
Part Four: Relationships
Your culture is your brand
We need to talk about onboarding
You set the standard for communication
Do you wing conversations?
Create connection
Beware alignment drift
Your community has your back
Part Five: The Right Team
The four phases of team review structure
Letting go, the right way
Let them go
The smartest people are not always the right people
Avoid costly hiring mistakes
Develop your team
Best kept secret
Engagement is a business responsibility
Over to you
About Mary
References
关于作者
Mary has a BSc and an MBA, but her ability to identify and address buried challenges makes her different. If you want to make the tough but necessary calls to become a legendary leader and help your business scale, she’ll support you all the way.Mary was the global Head of Talent Management for a tech scaleup that grew from 300 to 1400 people in her first year. She has more than 25 years of talent management experience, from global corporates to scaleups, across Europe, the US, Asia, NZ, and Australia in industries from aviation to tech and professional services.
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