3-2-1 Leader

The spectacular engagement of younger generations in the launch of start-ups or social enterprises reflects their appetite for participating in meaningful projects. The growing questioning of hierarchical authority, fueled by the increasingly relevant individual knowledge, by the rise of digital intelligence and by smart, collaborative thinking, makes the task of leading their teams increasingly difficult for managers - unless they have an engaging project to offer.
The purpose of this book is to help managers and entrepreneurs to decide whether entrepreneurial leadership suits them in their environment. It aims at preparing them for this practice, step by step: how to recognize oneself as a leader, build an engaging project, embody a collective plan, cultivate trust-based relationships, anticipate transitions and draw lessons from experience.
The author delivers key lessons, drawn from his long and diverse personal experience in management, and presents testimonials from fifteen managers and entrepreneurs.
A seasoned consultant and manager, Philippe Masson specializes today in strategic support and development of management teams. His vision of leadership combines his skills as a strategist and his experience as a humanist manager.
Paul Hermelin (Chairman and CEO of the Capgemini Group) for the preface, Éric Labaye (President of the McKinsey Global Institute) for the foreword and Bertrand Collomb (Honorary Chairman of Lafarge) for the postface also contributed to this book, illustrated by Lise Démoulin.

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