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Leaders Ought to Know: 11 Ground Rules for Common Sense Leadership

Book Description

Globally acclaimed leadership development expert, Phillip Van Hooser, teaches the ground rules of common sense leadership

There are just some things every leader ought to know - like how to earn an employee's respect, how to be truthful and be taken seriously as a leader. Leaders should also realize and recognize the negative habits and counter-productive behaviors that can be their downfall. Certain to be one of your top books on personal leadership development, Leaders Ought To Know will get all leaders -- new leaders, mid-level or executive managers -- familiar with the ground rules of leadership. Kick start your company's leadership development program with this common sense guide from Phillip Van Hooser, a top leadership development expert -- learn how to do more of the right things while avoiding the common leadership mistakes that trip up so many.

Table of Contents

  1. Cover
  2. Contents
  3. Title
  4. Copyright
  5. Acknowledgments
  6. Introduction
  7. Chapter 1: Choosing to Lead
    1. Born Leaders—The Myth
    2. Your Most Important Professional Decision
    3. If Japan Can, Why Can’t We?
    4. Congratulations, You’ve Been Promoted! Now What?
    5. The Doctor Is in, and the Patient Is Waiting
    6. Accepting the Challenge
  8. Chapter 2: Offer Service, Take Action
    1. Management 101
    2. The Four Management Functions
    3. The Four Resources to Be Managed
    4. If Not People, Who Then?
    5. The Six Management Objectives
    6. “What Do You Think?”
    7. Mario and Luigi
    8. Commonsense Leadership
    9. The Ability to Offer Service
    10. The Willingness to Take Action
  9. Chapter 3: The Essential Element
    1. The Essential Element
    2. Leadership Begins and Ends with Followers
    3. Three Primary Assumptions
    4. The Leadership Lie
    5. How Close Is Too Close?
    6. Know Your Followers
    7. Who Are You?
    8. Yes, and Then Some
  10. Chapter 4: A Recipe for Respect
    1. WWYFS
    2. Respect Is as Respect Does
    3. The Recipe for Earning Respect
    4. Wrapping It Up
  11. Chapter 5: Honesty and Other Truths
    1. The Truth about Honesty
    2. The Scheduler’s Position
    3. Leadership Failures
    4. The Honesty Game
    5. The Zipper Factor
    6. Brutal Honesty
  12. Chapter 6: Two Motivational Truths
    1. What Supervisors and Managers Want to Know
    2. Help Me Motivate My People
    3. Motivational Theories Abound
    4. Motivational Truth #1
    5. Motivation versus Manipulation
    6. Manipulation Doesn’t Pay—It Costs
    7. Motivational Truth #2
    8. Can We Have a Pool Table?
    9. How Can They Sit There and Lie to Me Like That?
    10. Is That All?
  13. Chapter 7: Why People Do What They Do
    1. The Worst Motivational Speech
    2. Giving before Getting
    3. It’s More than Gratitude
    4. The Cornerstone Concept
    5. What, Not Why
    6. Determining Individual Needs
    7. Easiest or Shortest
    8. Preparing for Unsatisfied Needs
    9. Emotional Defense Mechanisms
  14. Chapter 8: Preventive Leadership
    1. Practicing PM
    2. Embracing PL
    3. Do Leaders Really Think?
    4. Six Thought Processes to Support Preventive Leadership
    5. “I’m Moving to Alaska!”
    6. Running from or to—and Why It’s Important
    7. The Wisdom of Dumb Questions
    8. Dumb Question #1: How Am I Doing?
    9. Dumb Question #2: What Have I Screwed Up Lately?
    10. Dumb Question #3: What Should I Be Doing Better?
    11. Dumb Question #4: What Would You Like Me to Do about That?
    12. How It’s Done
  15. Chapter 9: Fearsome Facts
    1. Who’s Your Daddy?
    2. Understanding Fears
    3. Fearsome Fact #1: We All Have Them
    4. The Fear of Rejection
    5. The Fear of Failure
    6. The Fear of Success
    7. “What Means ‘Nervous’?”
    8. Fearsome Fact #2: Unfamiliar Experiences Are Breeding Grounds for New Fears
    9. Making Unknowns Known
    10. Fearsome Fact #3: Unsuccessful Experiences Compound Our Fears
    11. What It Means
  16. Chapter 10: Leadership Pitfalls
    1. Seven Deadly Sins
    2. Leadership Pitfall #1: An Elevated Sense of Self-Importance
    3. “I Hope the Old Man Is Getting Some of This”
    4. Leadership Pitfall #2: Practicing Favoritism
    5. “I’d Rather Be Flat Broke”
    6. Leadership Pitfall #3: Inability or Unwillingness to Control Emotions
    7. When You Lose Your Temper
    8. The Power of an Apology
    9. Pursuing Leadership Success
  17. Chapter 11: Commonsense Success
    1. Seniority, Experience, or Something Else?
    2. Choosing Success
    3. Too Many Choices?
    4. A Professional Triple Threat
    5. “I Should’ve Bought That Farm”
    6. Commonsense Success Choice #1: If I Am to Fail, I Choose to Fail Aggressively
    7. Commonsense Success Choice #2: To Hit a Home Run, I Must Swing the Bat
    8. Commonsense Success Choice #3: Choosing Yes
    9. Commonsense Success Choice #4: When I Mess Up, I Must Fess Up—Quickly
    10. One More Foundational Concept
  18. Conclusion