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Peter Shaw was born in Maesteg, Mid-Glamorgan on 15th December 1944 and was educated at a local primary school and Maesteg Grammar School. After leaving school in 1963 he worked for Midland Bank (now HSBC Bank) for thirty-two years attaining four managerial positions. In 1994 he took EVR and worked abroad as a free-lance banking and financial consultant, working mainly for the European Commission in Hungary, Czech Republic, Lithuania, Belarus, Ukraine, Azerbaijan, Estonia and Georgia. He spent six years in Georgia as Project Team Leader for the European Commission in the establishment and management of the Agro-business Bank of Georgia. He was given the â€œIndividual Consultant of the Yearâ€ award in November 2001 by HRH the Duke of Gloucester on behalf of the British Consultancy & Contractors Bureau at No.1 Whitehall. In June 2002, two days before he was due to leave Georgia at contract end, he was kidnapped and held in captivity for a total of five months, for four months of which he was incarcerated in a tiny underground cellar, chained by the neck in complete darkness. He â€œescapedâ€ in dramatic circumstances in November 2002 and returned to Wales with his Georgian partner, Diana and their three-year-old son, Danny.
Peter Shaw suffered a tremendous ordeal at the hands of a psuedo military organisation in Georgia, held captive for five months and treated brutally until he eventually escaped. This is his powerful and moving story.
In The Mindful Leader, Peter Shaw unpacks the Christian concepts underpinning good leadership and management - such as wisdom, hope and truth - offering a toolkit for leaders who are aspiring to be more authentic. He applies biblical themes - from Accountability to Resurrection - to the demands of leadership today, looking to the example of Jesus and the Apostles to show how leaders can hold onto their values and beliefs despite the pressures they face. He bridges the gap between what Christian leaders hear at church and the demanding situations they face in the workplace, offering practical encouragement alongside realism and pragmatism about what is possible.
Leaders in every country and sector are addressing rapid change resulting from economic, technological, cultural, communication and social developments. The pace of change is unparalleled. Many leaders feel behind the curve as companies are merging and restructuring in response to these developments. This addition to the highly successful 100 Great Ideas series, readers will equip leaders to face uncertainty with confidence and equanimity. At the same time, the book teaches the team to accept the inevitability of rapid change and see opportunities going forward and not be overwhelmed by fears or apprehensions. This book will provide a manual for teams to discuss and agree on a shared approach going forward. The author has included provide case-scenarios to illustrate the learning points and these are a good reference point for anyone who leads a team in managing rapid change at work or who is affected by company reorganisation and right-sizing.
100 Great Ideas series, readers will find a comprehensive guide for a leader or a developing leader to make a step change in their effectiveness. The book addresses the question 'What is the step change I need to make to be leading well at the next level?'. Author Dr Peter Shaw, who has written several other titles in this series, distils 100 learning points from his vast experience of over 40 years in business and government, and conveys them in a highly personable, easy-to-read style. This book is divided into 10 sections: Why, What, Who, How, When, Which, Were, Be, Become and Know. These ideas will equip anyone who leads a team with the necessary knowledge to guide, manage, motivate and counsel staff under their charge. In the Who section, for example, learning points include cultivating your champions, drawing on coaches who understand you, recognising your allies, building peer support and finding a mentor. The author has included inspiring case-studies drawn from successful leaders and how they have managed to build a team of confident and competent staff that functions as a cohesive and successful unit. 100 Great Leading Well Ideas is an invaluable companion for anyone who manages a team of staff.
In this latest addition to the highly successful 100 Great Ideas series, readers willfind a comprehensive guide to building success across all areas of their lives- covering work, family and community. Author DrPeter Shaw, who has written two other titles in this series, distils 100learning points from his vast experience in business and government, andconveys them in a highly personable, easy-to-read style. This book provides prompts forthought on balancing priorities well, understanding the drivers of yourambition, addressing what might hold you back, generating forward momentum,handling setbacks with care, building your reputation, balancing the short termand the long term, sustaining the success, growing team success and engagingwith the future. Inspiring case-studies of people whofaced myriad challenges are presented, showing the ways in which theyeventually surmounted their difficulties. No matter how you define success, 100Great Building Success Ideas is an invaluable companion on your personal andprofessional life journey.
Most of us work in teams at work. This book provides prompts to enable teams to thrive and be effective in demanding times. There is a huge interest to ensure teams are effective. The speed of change has meant teams have to be quick to adapt. Information technology means that teams have access to much more information, but need to be able to use that information in a constructive and sure-footed way. Globalization means that there are many more virtual teams which have to find ways of working quickly and effectively, while adapting to cultural differences about expectations and ways of working. Good team leaders are regularly looking for ways of equipping their teams to work effectively, whilst also ensuring there is time to reflect on longer term issues. There is a growing appetite to try new approaches and learn from the experience of others. The ideas in this book will provide a range of suggestions to help you calibrate how best you can be both an effective team leader and member. The book is designed so you can dip into the different sections. It is intended to be a practical tool for managers and leaders at any level, in any organization, in any country.
The good manager will bring the best out of his team. A crucial skill is to be able to use a coaching approach effectively to draw out the experience and capabilities of those working for you and with you. In a fast-moving world coaching skills are an essential prerequisite of good leadership and management. The manager who brings the best out of their people will use a range of coaching approaches and focus their use on times when their staff face transition or need to step up to new challenges and demands. The first section of the book looks at developing coaching skills. It looks at the approach, the practicalities, the coaching relationship and your own learning. The second half looks at ten different contexts where coaching skills can be applied to good effect. The manager who coaches well is able to conserve their mental, emotional and physical energy so it can be deployed when it can be at its most effective. Developing coaching skills often sits alongside an individual becoming increasingly focused in understanding where they can make a distinctive contribution. Bringing out the best in others will enable you to bring out the best in yourself as it becomes clearer, 'what is it only I can do to ensure the success of a particular enterprise?' This book is written for managers at any level, in any organization, in any country.
The 2012 London Olympics provided some of the best examples of the personal impact of the athletes. The impact for some resulted from leading from the front, for others the impact resulted from following and then choosing their moment to exert their authority. However, the impact for all the competitors resulted from their preparation and their ability to take decisions in the moment. They had to prepare physically, mentally and emotionally. Their performance resulted from their attitude of mind as well as their physical preparedness. Our personal impact flows from clarity about who we are, what we stand for, where we place our priorities, when we choose to act, and understanding why we respond in a particular way. Crucial to personal impact is knowing ourselves and our preferences well, knowing how we contribute effectively, and knowing what our end goals are. Personal impact is all about delivering outcomes. However elegant our attempt at personal impact, if there is no outcome, then our impact may have been irrelevant. A key starting point is what is the outcome you want to achieve after considering realistically, and boldly what might be possible. This book invites you to think through the personal impact you want to have, and gives prompts for thought and practical pointers. The 100 ideas encourage you to think positively about what you are seeking to build, how you intend to be, and what you intend to do and not do. It provides pointers about what you might demonstrate, share, ensure, remember and create.
Managers are continually faced with new challenges and dilemmas. Getting the balance right is never straightforward, however. We are always having to find the right point of equilibrium between leading and managing, the short and long term, the individual and the team, activity and reflection, and being resolute and adaptable. Leading and managing well requires you to get the balance right by adjusting your style and approach. Success often depends on making conscious decisions about the point of balance on these five key axes. This book is a valuable aid to any manager to help judge when to lead and when to follow, when to press their point and when to concede to others, or when to lead from the front or steer from behind.
The formal side of Adams is reconciled with his remarkably colorful private life by Shaw's penetrating grasp of the whole man. Considerable attention is given to his clash of wills with Franklin in Europe and his later relationship with Jefferson. The account of Adams's twenty-five years of retirement after losing the presidency resolves some of the dilemmas arising from the long career of a man who was never really suited by temperament for politics.Originally published in 1976.A UNC Press Enduring Edition -- UNC Press Enduring Editions use the latest in digital technology to make available again books from our distinguished backlist that were previously out of print. These editions are published unaltered from the original, and are presented in affordable paperback formats, bringing readers both historical and cultural value.