Jossey-Bass Releases a New Book Identifying the Root Cause of Corporate Dysfunction

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In his groundbreaking “strategy-meets-leadership" book, The Clarity Principle: How Great Leaders Make the Most Important Decision in Business (And What Happens When They Don’t), author Chatham Sullivan reveals the unacknowledged struggle many leaders face when confronting the tough strategic decisions that answer the questions: Who are we and what business are we in?

Leaders make the tough calls. Ultimately, it’s their actions that define the very identity of the business.
--Jan Singer, Vice President, Global Apparel, Nike, Inc.

Turf wars, low morale, bad politics, and misguided strategies: these are the issues that claim much of a leader’s time. But this parade of dysfunctions and messy “people” problems actually points to an organization confused about its core business, torn between competing ideas of what it is and what it wants to be—an organization facing an identity crisis.

In his groundbreaking “strategy-meets-leadership" book, The Clarity Principle: How Great Leaders Make the Most Important Decision in Business (And What Happens When They Don’t) (Wiley; 978-1-118-43466-6; May 2013; $27.95), author and organizational psychologist Chatham Sullivan reveals the unacknowledged struggle many leaders face when confronting the tough strategic decisions that answer the questions: Who are we and what business are we in?

Sullivan argues that when the purpose of a business becomes confused, it is the leaders’ responsibility to restore clarity, especially in the face of tough strategic choices that have political, personal, and cultural consequences for the organization. He shows leaders how to take the decisive stand that clarifies their organization’s core purpose, and demonstrates that the work demands an incisive understanding of the business, an abiding sense of corporate responsibility, and the courage to find clarity even in the face of difficult strategic choices that are fraught with complex political, personal, and cultural dynamics.

Featuring compelling stories of leaders who have succumbed to and successfully resolved their organizations’ identity crises, The Clarity Principle bridges the gap between leadership and strategy, and demonstrates the tremendous gains to be achieved by leaders willing to make tough choices.

About the Author

Chatham Sullivan is an organizational psychologist and a partner at Pivot, a strategic leadership boutique that helps Fortune 500 executives lead through environments of disruption, uncertainty, and complexity. He has taught at the Wharton School of Business and the School of Social Policy at the University of Pennsylvania, and has worked closely with executives at many of the world’s leading companies. To learn more about the book and to see The Clarity Principle video, click here.

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Amy Packard
Wiley
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