The Communicators: Leadership in the Age of Crisis

The Communicators: Leadership in the Age of Crisis

The Communicators: Leadership in the Age of Crisis

The Communicators: Leadership in the Age of Crisis redefines the professional strategies and personal qualities that this current age of incessant crisis demands of leaders in corporate C-suites, boardrooms, courtrooms, and in the corridors of political power. Drawing on dozens of extensive interviews with prominent leaders who describe and reflect on their most significant experiences, Richard Levick and Charles Slack underscore the heightened challenges and instantaneous risks that confront gl

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  1. Midwest Book Review says:
    2 of 2 people found the following review helpful:
    5.0 out of 5 stars
    A choice pick for anyone who wants to call themselves a leader in business, December 3, 2010
    By 
    Midwest Book Review (Oregon, WI USA) –

    This review is from: The Communicators: Leadership in the Age of Crisis (Hardcover)

    The day to day grind can be done without saying much. It’s when the machine stops working well where the great leaders emerge. “The Communicators: Leadership in the Age of Crisis” is an inspirational business read from Richard S. Levick as he provides advice and wisdom from the great leaders in business who have taken a down period and turned it into truly something special for their people. With a foreword from billionaire Steve Forbes, “The Communicators” is a choice pick for anyone who wants to call themselves a leader in business.

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  2. Anonymous says:
    5.0 out of 5 stars
    Effective leadership as demonstrated by mindset-guided and values-driven behavior, September 4, 2011
    By 
    Robert Morris (Dallas, Texas) –
    (TOP 50 REVIEWER)
      
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    This review is from: The Communicators: Leadership in the Age of Crisis (Hardcover)

    Written by Richard Levick with Charles Slack, this is definitely not an “easy read” but, that said, it generously rewards those who read it with appropriate care and especially, those who then re-read it, as I did. Levick organizes his material within nine clusters of “rules,” each cluster serving as a theme or dimension of leadership. Each of the 40 “rules” is an obvious point of emphasis or affirmation. For example, “Leadership is visible motion” (#4), “Exercise good faith management” (#8), “Knowledge is power” (#18), or “When facts don”t natter, forget the facts” (#35). Merely listing several by no means diminishes their value. There are reasons why aphorisms, bromides, etc. endure for centuries: they concisely express an essential truth. Levick anchors each in a modern context.

    He frames the clusters and their respective “rules” within a framework that presupposes the inevitability of a crisis. I agree with him that able leaders respond effectively to a crisis; great leaders either avoid crises or take full advantage of them to unleash new opportunities. (In The Art of War, Sun Tzu says that the greatest leader is he who has the wisdom and temperament to avoid a battle. He also said that every battle is won or lost before it is fought. Anticipate and prepare for everything.) I commend Levick on his brilliant use of real-world situations that illustrate the wisdom of various rules that serve as insights, guidelines, and (with modification) as strategies or tactics. A few of his exemplars were familiar to me; most were not. There are valuable lessons to be learned from them.

    With regard to the title, great leaders throughout history demonstrated their skills as a communicator when confronted by crises of immeasurable peril. Passion and conviction were even more important than eloquence when President Franklin Roosevelt broadcast his “fireside chats,” for example, and Winston Churchill spoke frankly to the English people during their nation’s “darkest hour.”

    As Levick explains so well, great leaders have a unique mindset that guides and informs their decisions, to be sure, but also their behavior when in a crisis. They attract and retain support because they have earned the respect and trust of those whom they feel privileged to lead.

    To conclude this brief commentary, I share my favorite passage from Lao-Tzu’s Tao Te Ching

    “Learn from the people
    Plan with the people
    Begin with what they have
    Build on what they know
    Of the best leaders
    When the task is accomplished
    The people will remark
    We have done it ourselves.”

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