DR GRAHAM ROBINSON'S career in organisation and management learning has been divided between roles as a business school academic in the UK and the Netherlands, as a senior manager and director in two major multinational i.t. companies, and as director of an international business development consultancy. He is the author of two other business books and numerous articles on management and organizational change.JOHN HARRIS is a business consultant and mentor to executives in both the private and public sectors covering many diverse areas of activity. He has held senior technical, operational and HR management positions in Monsanto Chemicals and Amoco UK Ltd before being appointed CEO of the Calor Group plc. John's corporate career culminated in his appointment to the position of Senior Vice President of a large privately owned global company based in the Netherlands.

• Introductions and a Problem The Core Issue – The Unexpected is Inevitable Attitudes and the Unexpected No Surprises! – Anticipating and Preparing for the Unexpected Understanding Context I: Inside the Organization Marshalling Resources: Building and Managing Commitment Context is Key Securing the Ladder – Preparing your Action Plan

'Graham and John have written a book that needed to be written. The questions they raise have long been crucial ones and the issues they address are essential for leaders to ask themselves. This book is full of wisdom and insight as well as displaying an empathy that only those who have been at the top of the ladder can have. This is not a 'how-to' book, it is way more useful and important than that. It is a kind of barometer and a guide for those who genuinely care about leading well. Easy answers it does not have, but it contains the crucial questions. It is also a thoroughly enjoyable and engaging read.' - Sally Bibb, author and business consultant 'This is a book that is very relevant to today's difficult business climate and one that is written in a style that makes it easy to read and understand. The authors invite people in leadership roles to do something that we do not do enough, that is, to sit back and think about the constantly changing scene in which we operate and about what such change might mean for our organisations and for us personally. In the business world there are many different types of leader, this book is for those that are 'hands on' and who care about doing the best for their team. Finally the book makes you question whether or not you are continuing to do the right things for the right market and for the right reasons.' - Chris Cracknell, CEO OCS Group 'This is a book that is easy to read and one that you would keep in your briefcase for reference a Leaders Manual. The book highlights and emphasises that in an unstable world where the unexpected can happen at any time there is an even greater need to know, understand and to hold on to your values. This book helps you to hold up the mirror and to examine objectively your own performance.' - Peter Elliott MBE, Olympic silver medallist and Senior Executive in high performance sport. 'This is not the usual book on leadership. It provides unexpected insights. Reading it, I found myself examining my own preparedness. On this dimension alone the book delivers on its promise. The authors have combined their complimentary experiences to produce a quite remarkable book. ' - Jay R. Galbraith, Professor Emeritus, International Institute for Management Development - IMD Lausanne, Switzerland 'Robinson and Harris' book is very timely reading for anyone in a leadership position in business organisations in the post-credit crunch world. Their book will enable leaders to ask themselves some necessary, insightful and searching questions and be better prepared for the challenge of the unexpected. At the end of the day the quality of the answers that leaders can provide depends upon the questions they're able to pose in the first place - what could be more valuable as a leadership skill?' - Eugene Sadler-Smith, Professor of Management Development and Director of the Centre for Mangement Learning and Development at the School of Management, Surrey University