• Book

If you’re like most people, you’ve had good bosses and bad bosses. Some bosses have inspired you. Others have caused you to scratch your head and think, “How did this person get to be in charge?” But you might not realize that you have one amazing boss, someone who’s capable of incredible accomplishment and legendary leadership, probably the best boss you’ll ever have…YOU! Yes, you. There will always be bosses, teachers, parents, and others to whom you are accountable. All those people will influence and guide you. But only you can choose your ultimate course—and I’m the Boss of Me will show you how.

  • Chapter 1: You Are Who You Are Because of Your Choices

    Through stories from her childhood in Lawrence, MA, Jeanne introduces her philosophy of a self-empowered approach to life. Challenges, rather than being obstacles to overcome, are opportunities to develop important life skills like resilience and strength. Chapter 1 provides the details of how to view challenges as contrast experiences and embrace an operating model of love. By choosing an operating model of love you are able to experience happiness in the moment, even in the midst of contrast, and develop skills that lead to self-empowerment, growth and learning, and ultimately success.

  • Chapter 2: You Are a Work in Progress—Challenge Yourself to Get Better

    Chapter 2 begins by pointing out that our sense of a continuing self and the idea that “the way I am now is the way I will always be” is a myth. You counteract this belief with self-discipline and emotional intelligence, and the chapter explains how this process works. The chapter teaches how to use self-discipline and self-talk to choose an operating model based on love. It discusses how your feelings and self-awareness help you connect with yourself and others and describes how this process helps you avoid setting artificial limits and engaging in negative self-talk. The chapter ends by showing how you use courage, resilience, focus, and discipline to make progress toward your goals.

  • Chapter 3: Do You Know What You Want from Your Career and Life?

    Chapter 3 is all about using exploration to learn about what you want from a career and life. Curiosity is the fuel that drives this discovery process. The best method of discovery is using an agile and iterative process to experiment with and expose yourself (or your child) to different kinds of work. The chapter advocates using outside-in, inside-out thinking to organize your exploration. To that end, the chapter describes what is currently happening in the work environment and makes some educated guesses about where work is headed. It provides a structure for thinking about your strengths and interests and for mapping them onto general categories of job roles. Regardless of your particular strengths and interests and the field or industry you work in, your soft skills and general technology skills are essential for success. The chapter closes with thoughts about how to create a blue ocean career strategy.

  • Chapter 4: Vision Strategy Execution

    Chapter 4 teaches how to use the tool Vision-Strategy-Execution-Metric to build a career or project path based on your inside (strengths, interests, and skills) and outside (field and industry opportunities) exploration of work territory. Your vision is the basis for the actions you will take. It is a snapshot of what you want to accomplish in life through work and why that is your goal. Your vision will inspire and challenge you. Strategy consists of the key results you need to achieve to bring your vision to reality. It also expresses why you are the best person to realize your vision. Execution outlines the actions you will take to acquire the knowledge and experience you need, empower yourself through establishing your credentials, and drive awareness. Metrics are how you measure your progress. The chapter closes with discussions of how to keep momentum going, the need for next-generation skills, and using your personal brand to drive awareness.

  • Chapter 5: Becoming Your Vision: Aligning Your Behavior

    Chapter 5 explains how to bring your behavior into alignment with the plan you laid out in your VSE. It is a difficult process at first and requires that you hold yourself accountable to your VSE, especially the execution and metrics. It is particularly challenging to hold yourself accountable and keep your behavior in alignment when you encounter obstacles or fail. The tools you use to keep your behavior aligned to your goals are a learner’s and growth mindset, contrast, embracing the love operating model, and emotional intelligence. You use self-awareness to understand your blind spots and be mindful of when they are operating.

  • Chapter 6: Becoming Your Vision II: Articulating Your Brand and Building Your Bench

    No one achieves their career and life goals on their own. You need to make others aware of who you are and what you can do, and you need to enlist others to help you along the way. You, in turn, will help others. Chapter 6 teaches how to develop a personal brand statement and how to use it to communicate with others about your VSE. As part of the personal brand process, you articulate a value proposition and understand how it matches with opportunities. Developing your personal brand statement is an iterative process during which you create a statement, get feedback about it, and refine your statement many times. When you socialize with your VSE, you engage in purposeful networking. You network within various spheres of influence and invest in relationships with people who you come to value. Throughout this process and your career, you will build a bench of alliances, advisors, supporters, and mentors.

  • Chapter 7: Attitude, Altruism, and Altitude

    What you think about and how you think about it drives your actions. And what you believe influences how you feel and what you do. Choosing your attitude is like choosing who you are in life—a way you manage yourself daily, a standard you set to keep yourself in check and disciplined in how you think and want to be. Chapter 7 describes the type of attitudes and actions that result from the love operating model and the fear operating model. It shows in detail how to choose the love operating model and describes how to live with intention. With an attitude of love for grounding, the chapter teaches you how to develop and use an inside-out, outside-in career process. The chapter close with details about how to create your dream job.

  • Chapter 8: Myths and Murders: Getting Past Roadblocks and Barriers

    Most people think either that they have no control over what is happening in their lives or they have complete control over everything that happens around them. Both ideas are myths, and they put you in a bind. Myths and murders is about holding yourself accountable to what’s going on in any situation. The myths are internal obstacles that we all observe in ourselves at one time or another and that we all find difficult to work our way out of. They include mental habits like procrastination, being busy to avoid negative thoughts, judging, blaming, and fighting against problems instead of solving them. When you’re trapped in one of the myths, you can become disengaged, stay in a job for the wrong reasons, engage in a self-destructive spiral, or allow yourself to become overwhelmed by fear, uncertainty, and doubt. Chapter 8 describes how to get yourself out of these binds and work with intention.

  • Chapter 9: Planning and Making Choices

    Even the best-laid plans, like your VSE, can go awry when they meet reality. To achieve your goals anyhow, you have to create the right flow and balance in everyday decisions. Chapter 9 describes how a blended life works to help you create this flow and balance. Having a blended work-life that works for you in your specific personal situation requires great planning, great partnerships, and great self-control over what you commit to and how events take over your life. Chapter 9 describes a formula for blending your work and life and being able to say no without getting in trouble. The chapter closes by showing that contrast teaches you how to balance.

  • Chapter 10: Self-Leadership 2.0: Success in the Face of Obstacles

    Just as Chapter 8 discussed internal obstacles to success, Chapter 10 discusses external obstacles to success like discrimination and bias. The chapter focuses on how to lead yourself when things don’t go your way because of external factors. The key to this approach is understanding your organization and the people you work with and using that understanding to bridge differences. Understanding grows from taking a third-party perspective. You can use it to overcome gender bias and the cultural bias toward extraversion, to work with differences in thinking styles, and to overcome subtle workplace factors like cronyism and being the new kid on the block. The chapter closes by describing how to move into the future by being open about what you want, what you can deliver, how you want to grow, and your boundaries.

© 2016 Jeanne Dunn. All Rights Reserved.