The Leader You Don’t Want to Be
by Mary T. O’ Sullivan
We’ve all encountered “bad bosses” or “tyrannical leaders” who use old school methods to achieve mediocre results. They also create stress and anxiety—all of which impacts the company’s bottom line.
Most of these leaders are blind to the fact that they’re the problem.
What do you do in this situation?
In The Leader You Don’t Want to Be, you’ll learn to be the kind of leader who:
- Genuinely values each employee’s contribution to the bottom line
- Recognizes that the next revolutionary idea could be sitting inside unmotivated and unsupported employees
- Sees employees as real people with thoughts and emotions
- Respects employees’ ability and desire to contribute to new and exciting ideas and solutions
Transform your leadership style from “command and control” to “transformative visionary.”
Today Only! As a special thank you to all who have already purchased the book or for those who do today, I’m offering a FREE Downloadable Companion Workbook. The workbook will ONLY be available for free for 24 hours, so come back to this page and enter your details below as soon as you have purchased your copy of The Leader You DON’T Want to Be.
Who is this book for?
Executives. The leaders who want to take their organization to the next level by creating the inclusive, innovative, and dynamic culture that prospective employees are seeking today.
Managers & Directors. Those on the front lines who are running projects and teams and who want to do better. Those individuals who want to hone and refine their leadership skills to better prepare and position themselves for roles with greater responsibility, visibility, and rewards.
Future Leaders. By proactively embracing the lessons in this book, you’ll be the kind of leader people look up to—right from the very beginning!
About the Author
Mary T. O’Sullivan is a highly experienced executive and professional coach specializing in supporting managers, executives, and leadership professionals. In each of her many roles over the last forty years, including those at General Electric, Lockheed Martin, and Raytheon, she acted as a change agent, moving teams and individuals from status quo to new ways of thinking by offering solutions that focused on changing behaviors, fostering growth, and improving the bottom line. This is her second book.