Leadership Conversations – Challenging High Potential Managers to Become Great Leaders
Challenging High Potential Managers to Become Great Leaders
Gebonden Engels 2013 9781118378328Samenvatting
Conversation techniques and tools that can help strong managers become great leaders
Often the very same skills and traits that enable rising stars to achieve success "tenacity, aggressiveness, self–confidence" become liabilities when promoted into a leadership track. While managers′ conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth.
Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developing others
Provides an action plan for boosting your personal leadership potential, as well for developing leadership skills in others
Draws on the authors′ rich experience coaching and working with leaders at a wide range of organizations, including NASA, the U.S. Navy, intelligence agencies, Boeing, Gillette, Bausch & Lomb, and Georgetown University
Leadership Conversations is required reading for both high–potential managers looking to make it to the next level and leaders looking to develop their people.
Specificaties
Lezersrecensies
Inhoudsopgave
<p>PART 1 THE HIGH–POTENTIAL CHALLENGES 1</p>
<p>1 Do You Really Want to Be a Leader? 3</p>
<p>2 What Blend of Management and Leadership Mindsets Is Best? 11</p>
<p>3 Have You Had Leadership Conversations Today? 19</p>
<p>4 Where Do You Stand on the Leadership Ladder? 29</p>
<p>PART 2 CONVERSATIONS TO BUILD RELATIONSHIPS 35</p>
<p>5 Learn the New Rules 37</p>
<p>6 Your Relationships Defi ne You 47</p>
<p>7 Know Your Strengths and Their Shadows 57</p>
<p>8 People Aren t Machines 65</p>
<p>9 Don′t Let Them Assume They Know What You′re Thinking 75</p>
<p>10 Embrace Differences 83</p>
<p>PART 3 CONVERSATIONS TO DEVELOP OTHERS 89</p>
<p>11 The Battle for Talent 91</p>
<p>12 The Challenge of Leading Other High Potentials 103</p>
<p>13 Conversations You Must Have 115</p>
<p>14 What Gets in Your People′s Way? 127</p>
<p>15 Recognition Making It All Worthwhile 139</p>
<p>PART 4 CONVERSATIONS TO MAKE DECISIONS 147</p>
<p>16 Develop Your Judgment Gene 149</p>
<p>17 What You Know Is Irrelevant 161</p>
<p>18 Be Curious Ask Great Questions 173</p>
<p>19 If You Can′t Change, Retire 187</p>
<p>PART 5 CONVERSATIONS TO TAKE ACTION 197</p>
<p>20 Moving Smoothly into Action 199</p>
<p>21 Planning Successful Actions 207</p>
<p>22 When Things Change 215</p>
<p>23 Lessons from Success and Failure 225</p>
<p>24 Inspiring People in Turbulent Times 233</p>
<p>PART 6 YOUR LEADERSHIP CONVERSATIONS 243</p>
<p>25 Conversations at the Top 245</p>
<p>26 Conversations for Executive Leaders 251</p>
<p>27 Conversations for Managers of Managers 257</p>
<p>28 Conversations for First–Line Managers 263</p>
<p>29 Your Personal Action Plan 269</p>
<p>Notes 275</p>
<p>Bibliography 277</p>
<p>Acknowledgments 281</p>
<p>About the Authors 283</p>
<p>Index 285</p>
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