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Leaders Start to Finish: A Road Map for Developing Top Performers

Book Description

Leaders - Start to Finish focuses on developing effective leadership training programs that produce leaders with an engaged, "I can" leadership attitude. This book addresses the question of how to create high-performing, authentic leaders at all levels of an organization, from front-line employees through senior management. In offering pragmatic, real-world solutions and detailed instructions on how to build a leadership training program from the ground up, Leaders - Start to Finish will help you develop your staff into efficient, respected managers and leaders.

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Content
  5. Preface
  6. Acknowledgements
  7. Introduction.
  8. Chapter 1: Practicing Authentic Leadership and Ditching the Drama
    1. What Is Authenticity?
    2. Leaders Are True to Themselves
    3. Get Authentic—Stop Workplace Drama
    4. Five Traits of Authentic Leadership
    5. What Sets Authentic Leaders Apart From the Rest?
    6. How to Help Your Leaders Develop Self-Mastery
    7. Authentic Behavior Connects Your Leaders to People
    8. Leading Authentically
  9. Chapter 2: Civility and the Human Side of Leadership
    1. Is Your Organization Lacking in Humanity?
    2. Is Your Organization Lacking in Civility?
    3. What Is a Human-Oriented Leader?
  10. Chapter 3: Minding the Gap on Generational Leadership
    1. Manage and Demonstrate Leadership Between Generational Gaps
    2. Four Important Strategies to Give Your Multi-Generational Workforce a Boost
    3. Train Your Leaders in Proper Communication Techniques
    4. How to Give Leadership Purpose to a Multi-Generational Workplace
    5. Achieving Goals in a Multi-Generational Workplace
    6. Other Tips for Minding Generational Gaps
  11. Chapter 4: Brand and Expand Your Organization's Talent With Competencies
    1. Brand and Expand Your Leaders Using Strengths-Based Tools and Employee Development Planning
    2. What Is the Purpose of Having an Employee Development Plan?
    3. An Easy, Seven-Step Process for Employee Development Planning
    4. If Your Leaders Don't Know Where They’re Going, Any Road Will Take Them There
    5. What Is Competency?
    6. Incorporating Competencies Into Your Leadership Training
    7. Matching Competencies With Organizational Goals Yields Business Results
  12. Chapter 5: Don't Lose Your Mojo—Create a Leadership Plan for Everyone Today
    1. Goal Setting Isn't Enough
    2. Leadership Planning—The Voyage of Discovery
    3. Create a Leadership Plan That Helps Leaders Keep Their Mojo
    4. Planning to Lead
  13. Chapter 6: Leader's Guide to Developing Strategic and Tactical Plans
    1. The Evolution of Strategic and Tactical Planning
    2. The Strategic Approach—What Do We Need to Be Doing to Survive and Thrive?
    3. The Tactical Approach—How Will Our Organization Get There and How?
    4. Cut to the Chase: Get People Moving on Short- and Long-Term Plans
    5. Tactical Plans Are About Doing, Not Planning
    6. Keep Tactical Plans Aligned With the Strategic Plans of Your Organization
    7. A Leader's Four-Part Blueprint for Creating a Strategic Plan
    8. Include Everyone When Implementing a Strategic Plan
    9. A Leader's Six-Part Blueprint for Creating a Tactical Plan
  14. Chapter 7: Succession Planning Takes Talent Management
    1. A California Leader in Succession Planning: Sutter Health Paves the Way
    2. Succession Planning versus Replacement Hiring
    3. Attracting and Retaining the Best Talent
    4. Building Leaders From Within the Organization
    5. Developing the Careers of Potential Successors
    6. The Ultimate Test: Pass the Baton and Get Out of the Way
  15. Chapter 8: Leadership and Corporate Culture: Strategies for Developing Human Capital
    1. The Whole-y Grail of Corporate Culture
    2. Formula for Success: Corporate Culture = Personality of the Organization
    3. What Does Leading Human Capital Have to Do With Culture?
    4. Five Leadership Strategies for Leading Human Capital and Culture
    5. The Power of Culture and Human Capital
  16. Chapter 9: Leading With Integrity, Values, Intuition, and Stronger Ethics
    1. Integrity: The Highest Form of Human Intelligence
    2. People Will Do What They See Their Leaders Do
    3. ROI = Return-on-Integrity
    4. Stand for Something or Fall for Anything: The Values-Led Approach
    5. Best Company Reputations Stem from Values, Trust, and Integrity
    6. Encouraging Your Leaders’ Intuition
    7. The Importance of Ethics When Growing Leaders
  17. Chapter 10: Building Stronger, Turbo-Charged Teams
    1. Know Who the Followers Are
    2. Team Transformation
    3. Eight Highly Effective Practices for Building a Team
    4. Leading Teams Through the Power of Influence
    5. Helping Leaders Understand Team Types and Their Unique Functions
    6. Working Virtually Together, Apart
  18. Chapter 11: Leading in a Virtual World—Leaders Will Require “Telepresence”
    1. Leaders Get Back to the Future—Here and Now
    2. Attention Leaders: Be Flexible; Learn as You Go
    3. Virtual Leaders Are Tied to Technology
    4. Leaders Make Their Presence Felt
    5. Virtual Leaders and Their Organizations Are Not Bound in the Same Way
    6. Diversity and Difficult People in a Virtual World
    7. The Flip Side of Working Virtually—Reading Between the Lines
    8. Virtual Teams Can Be Hybrids
    9. Seven Highly Effective Habits for Managing a Virtual Team
    10. Leading Across International Divides
  19. Chapter 12: Coaching for Success and the Talent Management Cycle
    1. 11 Commandments for Coaching Success
    2. Understanding the Primary Leadership Styles of Coaching
    3. The Eight Primary Coaching Styles
    4. Developing a Personal Case Study
    5. Guidelines for Coaching
    6. Coaching During Onboarding Can Be a Strategic Leadership Tool
    7. First Steps for Onboarding
    8. Leadership Onboarding in Action
    9. The Power of Coaching
  20. Chapter 13: Performance Management—Using Communications Excellence
    1. Performance Communication—It's an Ongoing Process
    2. The Importance of Early Feedback
    3. A Day-in-the-Life for Leaders: Performance Management Scenarios
  21. Chapter 14: Becoming an Influential Leader
    1. Everyone Has Influence
    2. Influence Does Not Demand Authority or a High Profile
    3. Everyone Can Be an Influencer
    4. How Leaders Influence
    5. A Leader’s Five-Step Path to Developing Influence
    6. There Is Plenty of Room at the Top
    7. Expanding the Sphere of Influence
    8. Developing and Expanding Your Influence
  22. Chapter 15: Hope and Trust Start on the Path to Leadership Empowerment
    1. Authentic Empowerment Keeps It Real
    2. Real-World Empowerment Example
    3. Caution: Avoid a Recipe for Disaster and Coach in the Moment to Build Empowerment
    4. The Synergy That Comes From Empowerment
    5. Empowerment Is the Twenty-First Century Method for Building Entrepreneurial Thinking
    6. The Importance of Hope and Trust
    7. How Leaders Can Build Hope and Trust in the Organization
    8. Reinforcing the Message of Empowerment to Your Leaders
  23. Chapter 16: Managing Knowledge While Learning Faster Than the Competition
    1. ASTD—Your Answer to Better, Stronger Knowledge Management
    2. Creating a World-Class Learning Environment
    3. Managing Knowledge
    4. The Importance of Training Leaders to Competencies
    5. Recognize the Short Shelf Life of Knowledge
    6. Focusing on Lifetime Learning, Not Lifetime Employment
    7. Is Your Organization Ready to Become the Primary Educator of Its Workforce?
    8. The Future of Learning
    9. Holistic Leadership Development and Training
  24. Chapter 17: Vision and Purpose Build Confidence and Excitement in Leaders
    1. Visualization Exercise
    2. Vision Creates the Future
    3. Five Steps Toward Facilitating a Leader’s Visioning Process
    4. Inspiring a Shared Vision Among Leaders
    5. Structuring a Vision Statement
    6. Inspiring Vision
    7. Vision and High Performance Go Together
  25. Chapter 18: Purpose, Passion, and Performance: The Three Ps
    1. Zappos, an Internet Sales Leader
    2. What Are Purpose and Passion?
    3. How to Instill Passion and Purpose Into Every Team Within the Organization
    4. How to Maintain Passion in the Workplace While Maintaining Maximum Performance
  26. Chapter 19: Measure What’s Important, What’s Getting Done, and Forget the Rest
    1. Fear Motivation: Miss One Piece and You’re Fired!
    2. Re-Evaluating Current Performance Measurement Tools
    3. Measuring What Matters in the Real World: A Case Study Portfolio
    4. Effective Measurement Tools and Techniques Develop Employee Success
    5. The Art of Measurement
  27. Conclusion
  28. Appendix A
  29. Appendix B
  30. Appendix C
  31. References
  32. Index
  33. About the Author