Hjem

Introduction 1 About This Book 1 Conventions Used in This Book 2 What You''re Not to Read 2 Foolish Assumptions 3 How This Book Is Organised 3
Part I: Introducing Leadership 3
Part II: Leading Yourself 3
Part III: Leading Others 4
Part IV: Leading People Through Change 4
Part V: Leading Different Types of Team 4
Part VI: The
Part of Tens 4 Icons Used in This Book 5 Where to Go from Here 5
Part I: Introducing Leadership 7
Chapter 1: Taking the Lead 9 Appreciating Why the Work of Leaders Isn''t Easy 9 Looking for Leadership and Leaders 10 Cooking the stew rather than being in one! 11 Experiencing leadership or perhaps not! 12 Seeing Yourself as a Leader 13 Filling the vacuum with the right fluff (stuff) 14 Transforming starts with you 14 Rising to all leadership occasions 15 Leading People and Teams 17 Knowing what you''re about 17 Engaging people in work and change 18 Leading all types of teams 20 Excelling in leading your senior leadership team 21
Chapter 2: Pinning Down the Meaning of Leadership 23 Spotting the Differences between Leadership, Leading and Leader 24 Leadership is a process 24 Leading is an activity 26 Being a leader can be a role and/or position 28 Deciphering the Language of Leadership 30 Diving into the soup of leadership jargon 30 Sampling leadership competences 32 Sampling a Few Tasty Bits of Leadership 34 Becoming an engaging leader 34 Being an active leader 35 Leading through serving others 37 Coming Up with a Meaning that Works for You 39
Chapter 3: Leadership and Management: Two Sides of the Same Coin 41 Flipping Through Your Experiences of Leadership and Management 42 Choosing and working with a new boss 42 Working through your own experiences 44 Listing your expectations of leaders and managers 48 Understanding Society''s Changing Expectations of Leaders 50 Jump! Yes sir, how high? 50 Jump! Why should I? 50 Pinpointing the Differences between Leading and Managing 51 Describing the key differences 52 Getting people to follow you 53 Earning the right to lead 54 Leading and managing together 55
Part II: Leading Yourself 59
Chapter 4: Leading ''Inside Out'': Knowing Yourself to Become a Better Leader 61 Leading Others Starts with Leading Yourself 62 Becoming an authentic leader 62 Looking through the Johari Window 65 Developing Self-Confidence 68 Leaving Thomas to doubt himself 69 Being your best critic 70 Learning from adversity 71 Discovering How to Lead from Your Experiences 72 Achieving more by learning quickly 72 Harnessing the power of reflection 74 Developing skills in reflecting 75 Using leadership learning logs 76 Finding and working with your own coach 78
Chapter 5: Singing Your Leadership Song: Being in Tune with Your Values 79 Recognising When You''re Out of Tune 80 Acknowledging when ''it just doesn''t feel right'' 81 Questioning what underpins your leadership 81 Leaving your old baggage behind 82 Composing Your Own Leadership Tune 84 Working out what''s important to you 84 Questioning your assumptions 86 Singing Your Leadership Song 87 Communicating your values 87 Harmonising with others 88
Chapter 6: Stepping Up to Leadership: Handling Dilemmas 91 Dealing with Dilemmas 91 Surviving being thrown in the deep end 93 Being chosen for the right wrong reasons: Few new leaders arrive fully trained 94 Becoming comfortable with being uncomfortable 96 Getting caught in the middle 99 Accepting that leadership can be lonely 100 Avoiding the imposter syndrome 101 Leading Friends 101 Achieving success while keeping your friends 102 Knowing where and when to draw the line 102
Part III: Leading Others 107
Chapter 7: Developing a Sense of Purpose 109 Having Clarity of Purpose 109 Avoiding being a busy fool 110 Being bold: leading with conviction 111 Clarifying how you add value 112 Focusing on your key results 116 Spending the right time on the right job 119 Becoming a Visionary Leader 119 Valuing having a vision 120 Creating your own vision 121 Expanding Your Sphere of Influence 123 Discovering that you have more influence than you think 123 Questioning whether something really is outside your control 124 Targeting the people you want to influence 126
Chapter 8: Employing the Power of Engaging Leadership 127 Engaging People: The Key to Unlocking Commitment 127 Avoiding the black hole of meaningless work 129 Making work meaningful 129 Realising that engaged people go the extra mile 131 Building the Foundations for Engaging People 132 Relating to people 133 Being Captain Courageous: Speaking your mind 136 Switching on your senses 138 Creating shared meanings 139 Knowing the Secrets of Engaging Leaders 140 Being open to everything 140 Building strength through vulnerability 141
Chapter 9: Becoming an Engaging Leader 143 Recognising Your Existing Skills 143 Enhancing Relating to People 145 ''Working with'' and not ''doing to'' people 145 Having a genuine interest in others 146 Building strong connections 148 Being non-judgemental 149 Developing the Courage to Speak Your Mind 150 Standing out from the crowd 151 Remaining aware of being dishonest 152 Asking searching questions 154 Inviting challenge 156 Coping with embarrassment and threat 156 Sensing for Success 157 Being in the moment 157 Seeing what others miss 158 Listening for meaning: Getting behind language 159 Being Brilliant at Building Commitment 160 Starting from pole position 160 Beginning from their grid position 162 Focusing on winning together 162 Agreeing actions to drive success 163 Avoiding meaningless language 164 Keeping on track 164
Chapter 10: Modifying Your Leadership Style 165 Appreciating the Need for a Range of Styles 165 Wondering why you seem to get the problem people 166 Choosing horses for courses 167 Working with chameleon people 168 Understanding Different Styles of Leadership 169 Exploring leadership styles 169 Realising how styles impact on people and performance 171 Modifying Your Leadership Style So That It Works for You and Others 173 Being true to yourself 173 Assessing first, choosing second 174 Focusing on outcomes 174 Excelling through trial and error 175
Chapter 11: Leading People to Peak Performance 177 Being a Great Role Model 177 Flying your flag on the summit 178 Avoiding the crevasse of double standards 179 Acting Before Avalanches 180 Appreciating the dangers of delay 180 Applying the golden rule of ''Now'' 181 Leading Under-performers Towards Your Peak 182 Working on commitment and capability 183 Approaching cliffhanger conversations 185 Roping people into improvements 187 Mapping progress towards peak performance 187 Coaching the Good Towards Greatness 188 Taking a time out to coach 189 Choosing the right role 190 Practising what great coaches do 191
Part IV: Leading People Through Change 193
Chapter 12: Diving into a Sea of Change 195 Dealing with New Changes but Perennial Problems 196 Appreciating what gets up people''s noses 197 Swimming with sharks - and surviving! 198 Riding the waves successfully 199 Being a Change Agent 200 Cruising with your crew 201 Implementing decisions that aren''t yours 202 Leading change you disagree with 203 Leading Change, Transforming Culture 204 Looking out for icebergs 205 Diving deep to uncover culture 206 Hanging onto the diver''s lifeline: Stop, think, breathe! 208
Chapter 13: Transforming Workplace Culture: A Leader''s Approach 209 Knowing Where and How to Begin 209 Spotting the opportunity for change 210 Starting from where you are 211 Creating a Plan for Your Change 212 Experiencing initiative fatigue! 212 Celebrating people past and present 213 Clarifying the start and end points 214 Bridging the gap between old and new 215 Adopting Approaches for Minimising Resistance to Change 217 Choosing the right pace for change 217 Uncovering people''s objections 218 Getting buy-in from everyone 218 Making change tentative 219 Handling resistance to change 220
Chapter 14: Reinforcing a New Culture: Maintaining Your Workplace Changes 223 Walking the Talk: Leading by Example 224 Being a visible leader 224 Using the power of story-telling 226 Spotting people straying from the path 228 Paying Attention to the Right Things 230 Remembering that what gets measured gets done 230 Keeping everyone up-to-date 231 Reacting positively to crises 232 Promoting good practice 233
Part V: Leading Different Types of Team 235
Chapter 15: Leading Your Own Team 237 Cre