 Moments of Truth: Putting It to PracticeTom Cummings and Jim Keen Chapter Chapter 7 in Leadership Landscapes, 2008, pp 95-103 from Palgrave Macmillan Abstract: Abstract Life is about moments. And so is leadership. Leaders do not “lead” every moment of the day. Exceptional leaders are often very busy, yet, quite some time passes before leadership is called upon, and then, suddenly, a challenge arises, a decision is required, or an action is called for and a leader must rise to a moment of truth. In the early years of SAS airlines, Jan Carlson built an entire end-to-end service concept on the notion of “moments of truth” — those moments of critical frontline engagement with customers. We would like to borrow the notion of a critical moment but apply moments of truth to those moments when leadership must stand out — the moments when a wider repertoire must be accessed to deal with a situation in the most powerful ways possible. Our device for supporting leaders to deal with moments of truth is twofold: first the ability to reorient to the landscape where energy and attention are needed, and second, the consciousness to respond with equanimity and grace to any challenge, block, or fork in the road. Keywords: Dynamic Balance; Busy Executive; Service Concept; Wide Repertoire; Situation Leadership (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59853-9_7 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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