The Balancing Act: Mastering the Competing Demands of Leadership

ability able action actually asked assumptions authors balance become behavior believe better boss called Cell chapter clear complete continually costs course create culture customers deal decision demands develop direct discussion don't dream effective efforts employees example executive experience face fact feel Finally give given goal going hand happen human idea important individuals influence involved it's keep lead leaders leadership look manager maps mean measures meeting mental motivation move never observations once opinion organization outcomes performance person positive practical praise problems question responsibility reward share simply skills social stakeholder step story suggested sure talk task tell theory things thought tion trying turn understand values vision Vitality walk watch you're