Strategic Leadership Can Be Learned
All challenges that organisations and individuals face each and every day require us to make a change in outlook, a qualitative shift or otherwise take things to the next level. It’s easy to say, but exceptionally difficult to do. And on our quest to do so, we all too often come across business gurus and other self-proclaimed experts who actually take us farther from our goal, rather than helping us to work better.
There are, however, always a few diamonds in the rough in the vast landscape of works seeking to help us “live and work better”. One such example is “Leading strategically. New thinking for entrepreneurs, organizations and personal life”, a recently published book of just over 140 pages written by Hassan Yemer, a management consultant who seeks to bring together strategies for business and strategies for life by starting with a single question: “What do I want to be, a leader or a follower?”
The result is a journey at breakneck pace through approaches to anticipating events without being overwhelmed by those events. It is a voyage of two parts: identifying a form of “strategic thinking” for modern times and analysing the conduct of organisations and their leaders before recommending a few corrections that can be made. It starts from the individual and then leads to the organisation.
Yemer’s is a work to be studied with care, to be assessed and to be verified, but it is also a stimulating, thought-provoking work and a sort of challenge – something to ponder. Take, for example, what Yemer writes on the first pages of his book: “Leadership does not depend solely on the desire to lead.” There must be more than just that. There is something extra that permeates true leaders and that, at the end of the day, also characterises the culture of enterprise that finds success in the marketplace. This is why he then asks the question, “What makes a good leader?”
Leading strategically. New thinking for entrepreneurs, organizations and personal life.
Hassan Yemer
XLibris Corporation, May 2013
All challenges that organisations and individuals face each and every day require us to make a change in outlook, a qualitative shift or otherwise take things to the next level. It’s easy to say, but exceptionally difficult to do. And on our quest to do so, we all too often come across business gurus and other self-proclaimed experts who actually take us farther from our goal, rather than helping us to work better.
There are, however, always a few diamonds in the rough in the vast landscape of works seeking to help us “live and work better”. One such example is “Leading strategically. New thinking for entrepreneurs, organizations and personal life”, a recently published book of just over 140 pages written by Hassan Yemer, a management consultant who seeks to bring together strategies for business and strategies for life by starting with a single question: “What do I want to be, a leader or a follower?”
The result is a journey at breakneck pace through approaches to anticipating events without being overwhelmed by those events. It is a voyage of two parts: identifying a form of “strategic thinking” for modern times and analysing the conduct of organisations and their leaders before recommending a few corrections that can be made. It starts from the individual and then leads to the organisation.
Yemer’s is a work to be studied with care, to be assessed and to be verified, but it is also a stimulating, thought-provoking work and a sort of challenge – something to ponder. Take, for example, what Yemer writes on the first pages of his book: “Leadership does not depend solely on the desire to lead.” There must be more than just that. There is something extra that permeates true leaders and that, at the end of the day, also characterises the culture of enterprise that finds success in the marketplace. This is why he then asks the question, “What makes a good leader?”
Leading strategically. New thinking for entrepreneurs, organizations and personal life.
Hassan Yemer
XLibris Corporation, May 2013