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How do today's leaders shift from playing it safe to playing for great?
In a volatile and complex world roiled by a climate crisis, global pandemics, and disruptive technologies like AI, hyper-individualized leadership models no longer make sense. To seize emerging opportunities and achieve sustainable growth, leaders must recognize that a team's success flows from the intelligence, achievements, and growth of the entire collective.
In Safe to Great, Skip Bowman proposes a leadership sea change that puts purpose before profit, and the team before the individual. He draws on the concept of psychological safety as the key to unlocking an organization's growth mindset, and unites theory and practice in principles that will help leaders shape innovative workplaces that thrive on experimentation.
Grounded in more than 25 years of experience working with global organizations, Safe to Great is designed for leaders who want to bring more hope and critical thinking to how they manage. Bowman makes a compelling appeal for a new standard of leadership that moves people and organizations from a place of relative comfort and little risk to a space of daring curiosity, engagement, and collaboration.
In a volatile and complex world roiled by a climate crisis, global pandemics, and disruptive technologies like AI, hyper-individualized leadership models no longer make sense. To seize emerging opportunities and achieve sustainable growth, leaders must recognize that a team's success flows from the intelligence, achievements, and growth of the entire collective.
In Safe to Great, Skip Bowman proposes a leadership sea change that puts purpose before profit, and the team before the individual. He draws on the concept of psychological safety as the key to unlocking an organization's growth mindset, and unites theory and practice in principles that will help leaders shape innovative workplaces that thrive on experimentation.
Grounded in more than 25 years of experience working with global organizations, Safe to Great is designed for leaders who want to bring more hope and critical thinking to how they manage. Bowman makes a compelling appeal for a new standard of leadership that moves people and organizations from a place of relative comfort and little risk to a space of daring curiosity, engagement, and collaboration.
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