Currently, change is the new normal. As change grows, so does risk. But how will leaders understand the risk if they don't measure it? In short, they won't. The reality is that ignorance is never bliss. What leaders and their organizations don't know will eventually impact them and their customers. Thus, situational awareness, forethought, and preparation are now key competencies for leaders to survive in high-risk environments.
In this book, readers will learn the basics of leadership time management, the disruptability quotient, the leadership "canary" and why it's just as important to leaders as it was to coal miners, and the slippery slope of change management (do we improve, change, or model the current state?), signals of leadership maturity and false positives, mastering the art of organizational knowledge, the pearls, and pitfalls of leadership rebranding, and the risk of non-utilized talent.
Why aren't current leaders required to undergo "storm proofing" from an operational perspective? As many of us experienced in various academic programs, the main foci are technical skills in management, organizational theory, data analysis, and many of the traditional leadership training courses. But, what happens when a leadership storm appears such as an unprecedented pandemic or supply chain crisis, or talent gaps where workers are not available to complete the basic services humanity relies on daily? Most leaders were not and are not prepared for today's storms. The result is reactive leadership, higher-than-expected risk propositions, and disruptive transformations that force leaders from their perches to find the next best role their skillsets will buy.
This book is for leaders and professionals who are currently, or will be leading teams, divisions, and organizations. Its purpose is to provide practical guidance on how leaders can "stormproof" their portfolios. Thus, they will be able to survive, thrive in, and outlast high-risk leadership storms that will overwhelm their less-prepared peers.
About the Author: Casey J. Bedgood is a healthcare leader with over 20 years of experience. Casey is a Six Sigma Black Belt and accomplished author. Over the years, Casey's work has been recognized, sourced, and modeled by National and Global best practice organization's in the healthcare industry and beyond. He has amassed a portfolio of dozens of publications on topics such as: thought leadership, knowledge transfer, performance improvement, strategic design, innovative thinking, transformation, Quality Management System (QMS), and many others. Subsequently, many large complex healthcare enterprises across the US, Canada, and Singapore have sourced and sought after Casey's thought leadership expertise. In addition, he is the author of The 10 Cardinal Sins of Leadership: What Thought Leaders Must Never Do to Succeed in High-Risk Environments and The Power of Organizational Knowledge: 11 Keys that Help Leaders Leverage Accurate Insight, Data, and Metrics.
Casey earned a BBA Magna Cum Laude from Mercer University and a Master's of Public Administration from Georgia College & State University (GCSU). He is an IISE Lean Green Belt, Six Sigma Green Belt, and Six Sigma Black Belt as well as CAP trained via GE and a member of the American College of Healthcare Executives (ACHE).
