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Description
From the author of Leadersmithing comes a searingly honest account of what happens when leadership theory is put to the test in challenging real-life situations.
What would you do if you found yourself marooned in the ocean with only the blueprints for a boat? Or in the middle of the jungle with nothing but a wildlife manual for guidance? How does advice you've only read about actually work in the real world, especially when that world is challenging, fast-moving and unpredictable?
After writing the award-winning leadership textbook Leadersmithing, Eve Poole found herself in two senior leadership positions that forced her to use its principles in the wild, stress-testing them in very different organizational contexts during a global health crisis.
As the first female Chairman of Gordonstoun, the school that educated three generations of British royalty, and the youngest ever Third Church Estates Commissioner for England, she faced a unique opportunity to discover whether leadership theory could truly withstand the pressures of practice.
At the heart of the book is a simple question: would the theories she had outlined in her first book translate into effective leadership under pressure and in the public eye?
Drawing on candid first-hand experience, Leadersmithing in Real Life explores key leadership challenges, including:
> Stepping up and taking key decisions;
> Doing the work and future-proofing; and
> Motivating and influencing others.
Through this unexpected trial by fire, Poole reflects on what she learned when theory met reality. Which leadership principles proved their worth, and which needed rethinking? Most importantly, what can other leaders learn from her experience?
Insightful, practical and refreshingly honest, Leadersmithing in Real Life is an essential guide for leaders, managers and aspiring leaders who want to move beyond leadership theory and discover how to lead effectively when the stakes are real.
Table of Contents
Part 1: Being the Leader
Chapter 1: Stepping up – What would the portrait do?
Chapter 2: Taking key decisions – Pick a decision, any decision!
Chapter 3: Coping with increasing change – Covid whack-a-mole
Chapter 4: Managing ambiguity – Negative capability
Chapter 5: Taking a risk – Radical transparency
Chapter 6: Accepting when you get it wrong – Metabolizing remorse
Part 2: Doing the Work
Chapter 7: Key board/stakeholder meeting – the AGM from hell
Chapter 8: Doing the maths – Love letter to the auditors
Chapter 9: Joining the dots – Lord, forgive them, they know not how to Zoom
Part 3: Leading People
Chapter 10: Motivating and influencing others – Board-wrangling as an Olympic sport
Chapter 11: Flexing style – Sweary leadership
Chapter 12: Delegating to and empowering staff – SODA
Chapter 13: Dealing with poor performance – Slow zebras
Part 4: Future-proofing
Chapter 14: Listening to staff – High Noon in the staffroom
Chapter 15: Knowing when to seek help and advice – Humility as a strategy
Chapter 16: Giving and taking feedback – Machiavelli on perception
Chapter 17: Work–life balance – Walking away
Conclusion
Appendix A – TL;DR book summary
Appendix B – The 17
Appendix C – Winning hands for the 17
Product details
| Published | Apr 15 2027 |
|---|---|
| Format | Paperback |
| Edition | 1st |
| Pages | 216 |
| ISBN | 9781350608917 |
| Imprint | Bloomsbury Business |
| Dimensions | 9 x 6 inches |
| Publisher | Bloomsbury Publishing |

























