ALIGNMENT STRONG

RELEASED OCTOBER 13, 2020

 

““QUINLAN IS AN ENTREPRENEURIAL POLYMATH WITH A DEPTH AND BREADTH OF EXPERIENCES FEW CAN MATCH,” SAYS PATRICK HAINAULT, VICE PRESIDENT CORPORATE BUSINESS DEVELOPMENT AT MANSUETO VENTURES – INC. FAST COMPANY. “JOHN HAS PROVEN HIMSELF TO BE AN INSIGHTFUL CHANGE AGENT IN REBUILDING AND SCALING BUSINESSES.””

New ‘Inc. Original’ Book for Strategic Leadership Is Like an MBA on SteroidsA fresh and responsive handbook for CEOs in today’s complex business environment

ALIGNMENT STRONG

A STRATEGIC AND HUMAN-CENTRIC HANDBOOK FOR COMPETITIVE LEADERSHIP

This inspirational and personal guide by road-tested executive leadership coach John E. Quinlan equips you with tools to transform yourself and your company. “… a vital handbook for any company CEO, president, owner, business leader, or employee wishing to grow. Alignment Strong is a valuable resource for our worldwide 26,000 Vistage members. The application of this book will increase the effectiveness of their roles and enhance their lives.”

—Richard Beadle, founder, Vistage Michigan

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A recent article with Small Business Today Magazine focuses on the personal power of a CEO. With company climate impacting nearly 1/3 of financial results, any leader looking to increase the financial impact of their company has a unique power they must tap into. Learn more about the value of a CEO’s personal power in the article

SMALL BUSINESS TODAY MAGAZINE ARTICLE

Q&A

What is the most meaningful insight in your book that you would like to share?

My chapter on Leadership/Team explores “The Power of a Leader”, which I feel is very relevant today to help create powerful leadership change.

The subject of power is a touchy area for most CEOs. This domain is infrequently discussed and rarely understood in the context of leadership effectiveness. To have a CEO identify and own his or her power, to understand how it impacts others and be able to use it effectively, is a worthy task. “Power” is laden with deep beliefs, labels, misperceptions, and conditioned responses. So let’s bore a little deeper.

The critical insight I am conveying is this: It is not about identifying the dominant bucket in this power repertoire, although this is useful, but the lack of self and social awareness one has about their own personal power. As a leader, you could remedy this. Look inside yourself. Give time to insight and self-reflection. Your organization either sees and feels your influence or it doesn’t, and if it does, what does it see and feel? How do you impact people with your personal power? Where do you need to move the needle, behaviorally? From what to what?