Hiidden Truths is a book about leadership that every existing or future leader must read. It offers insights about C-suite jobs that few employees really understand―insights that can help them help their leaders perform better and prepare themselves to be leaders. When everyone from board members to junior executives are on same page about leadership roles and responsibilities the organization performs at a higher level.
Hidden Truths is also an “inside baseball” book. There’s an inherent fascination with the position of CEO and other high-level organizational jobs―especially leadership positions at the world’s top companies―and this book will satisfy readers’ curiosity about what goes on in the minds and offices of CEOs and other leaders at global companies like American Airlines, General Electric, Con Agra, DuPont, Lenovo, Suntory and many others. As a top consultant to leaders at these and other companies, I witnessed business history in the making. I’ll share what I saw.
Hidden Truths provides practical knowledge that will not only help leaders do their jobs better but assist boards, HR, consultants and others in working effectively with these executives. One of the book’s themes is that appearance is not reality. By that Fubine means that much has been written and discussed about the apparent roles and responsibilities of CEOs and Managing Directors and other leaders. Courses are taught in MBA and executive development programs that provide a lot of information about the job. Direct reports and teams also observe leaders in action. But it’s not until you assume a leadership job that the reality of the position hits home. The reality is that leaders operate in a crucible, one in which emotions run high and interpersonal relationships are at risk. Being in the spotlight, not having nearly enough hours in the day to address key issues, confronting right-versus-right decisions―all of this ratchets up the degree of difficulty.
The good news that Hidden Truths delivers, however, is that awareness of the critical capabilities and issues that come with the territory―capabilities and issues that often take leaders by surprise―goes a long way toward helping leaders perform at a high level. He argues nine essential skills can keep leaders deliver success―both professionally and within their organizations
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