Corporate Rise, is a leader's guide to extreme success written for people in the corporate world who are pursuing a great goal or who believe they should be.These are people who are embarrassed by their desire to assirtively pursue a leadership position in their corporations.
No matter what resources you draw from as you develop your own personal career plan,you can use the recommendations in corporate rise to compliment those resourses.It is intended to help you reap the benefits of being extremely successfull personal leader,what we call an X-leader.
In this book we have comprehensively shared the research and observations we have on the most important trends and developments in personal leadership.Also, we discuss the significant differences between corporate management behaviours versus behaviour of extreme personal leaders. The fundamental elements of leadership as described by Dr. Crawford, the X-Principles are listed below.
X-Leaders have a passion for developing people. They are in constant pursuit of every employee's success. X-Leaders do not declare total victory until all the people around them have succeeded.
X-Leaders find imaginative ways to inspire people to transform themselves for the better. They motivate themselves and others to reach higher levels of performance by linking great ideas to exhilarating images of success.
X-Leaders cultivate creativity by looking at common things in uncommon ways. They expose old issues to new options and develop fresh approaches to long-standing problems.
X-Leaders are customer-centric; they realize that unless someone buys something from their company, everything they do is totally irrelevant.
X-Leaders are visionaries who anticipate the future and identify marketplace opportunities before they become trends. X-Leaders often know what customers will need before the customers do.
X-Leaders drive their companies with decisions grounded in facts. They insist on exchanging information with all employees and customers and seek opportunities to tell the truth.
X-Leaders have confidence in the abilities of their people. Because X-Leaders are willing to delegate broad responsibilities, they are vulnerable, and they know it.
X-Leaders convert the energy generated by chaos into better decisions. To avoid precipitating premature closure on major issues, they sometimes conceal their own opinions until other people have had their say.
X-Leaders believe that the company comes first, and they insist on teamwork. They do not tolerate divisional or functional departmental boundaries in the corporate culture.
X-Leaders expect greatness. They are results-oriented, honest, and personally accountable.
X-Leaders are role models. They lead by example.