Exploring the evolving nature of leadership, this collection emphasizes that leadership is a continuous journey rather than a fixed state. Leandro Herrero reflects on how experiences, encounters, and personal growth shape one's character as a leader. The concept of "Camino," meaning road in Spanish, underscores that the essence of leadership lies in the journey itself, with actions and their impact being the true measures of leadership. This work invites readers to view leadership as an ongoing quest rather than a destination.
A flipping point in the trend for adopting absurd management ideas needs to be reached. Management needs deprogramming. This book of 200, tweet-sized, vignettes, looks at the other side of things - flipping the coin. It asks us to apply more rigour and critical thinking in how we use assumptions and management practices created many years ago.
Behaviours change culture, not the other way around. The spread of behaviours is the real source of social change. Behavioural imitation explains how social change happens, how epidemics of ideas are formed, how social fashions appear and how company cultures shape and reshape themselves. The spread of behaviours is also viral in nature. In his pioneering book, "Viral Change," Leandro Herrero addressed how a relatively small number of highly connected individuals could orchestrate change in an organisation through a small set of non-negotiable behaviours. In his new book, the author now addresses Viral Change in action, showing that the more primal 'Homo Imitans' is still a powerful force. Understanding how social, behavioural infection works is the basis for the orchestration of any 'epidemic of success', be it a successful change inside a firm or a counter-social epidemic to tackle negative socio-macro phenomena. Academia, business consulting and business literature have long differentiated themselves from the macro-social reality. For many years, and still today, it feels as if 'the nine-to-five' business life has little to do with 'the external world' of social changes. 'Homo Imitans' bridges these two artificially separated worlds by explaining how Viral Change mechanisms work everywhere: in the spread of violence in streets (and also in how to reverse it), in employee engagement inside the organisation, in the adoption of new behaviours and new company culture - and in how it can go wrong. 'Homo Imitans' will appeal to anybody interested in social change, with particular emphasis on how Viral Change works inside an organisation. As such, this is a key practitioner's book for any manager and leader of any organisation, written by the creator of Viral Change in the same successful style as his previous books.
Most conventional 'change management' programmes fail. This is mainly due to the fact that they are often based on wrong assumptions such . When we change the process/system, people will change their behaviour . Changes need to come from the top and filter down . Big changes need big actions . Cultural change is a painful, long-term process with no short-term results Viral Change(TM) provides a completely different framework for change. It is based on recent 'discoveries' across disciplines such as network and behavioural sciences. It shows how a combination of the right language and frame, a small set of non-negotiable behaviours (all spread by a small number of activists) and the creation of 'tipping points', creates lasting cultural change in organisations. Unlike conventional methods of change management, Viral Change(TM) is faster, far more effective, potentially more inclusive and certainly long lasting. Since change is constantly present in any organisation, this book will appeal to people at different levels of management or leadership, who want to reshape their culture through the power of internal social networks and aim at greater organisational effectiveness in day-to-day organisational life (not just during change initiatives).
The Leader with Seven Faces by Leandro Herrero is a novel book on leadership with emphasis on what to practice to become a leader or to improve your own leadership skills. It maps, explores and develops the seven faces of any leader: what you say (language, meaning and intention), where you go (maps, destinations and journeys), what you build (spaces, 'homes' and legacy), what you care about (values, 'the system' and non-negotiable), how you do it (drivers, styles and structures), what you are (awareness, responsibility and identity) and what you do (role models, change and practice of leadership itself).
