Your Practical Guide to Effective Leadership
By Hilarie Owen, et al.
379 Pages, Illustrated, 7 3/8" x 9 ¼"
$67.50 Paper Original
Everybody wants quick, practical information that will aid them to become successful
in whatever they do. Learning quick management tools is easy but leadership
is more of a challenge as it's as much about who you are than a set of skills.
As much about how you do it as what you do. The Leadership Manual is the first
practical reference guide for busy professionals, managers and entrepreneurs
that addresses both sides of the leadership challenge - your authentic self
and your skills.
The authors have surveyed a large number (500) of leaders in a mix of organisations
to identify the key challenges, problems and issues that individuals say they
face - this manual addresses those questions. The Leadership Manual provides
fast, practical information, suggestions, ideas and steps to encourage the reader
to use their full leadership potential in every situation they face at work.
The introduction sets out who the book is for and how to use it. It explains
how leadership differs from management in a practical way with the aim of giving
the reader clarity as to what it looks and feels like when they are expressing
leadership. Real examples are used to illustrate leadership points in every
situation. Questions answered here are- What is leadership? Is leadership genetically
programmed? Can we believe everyone can be a leader? Is leadership a trendy
word for management?
Section I- A Journey Not a Position
Chapter One- Leadership Not Leaders The first chapter argues the case for leadership
rather than 'leaders' explaining the difference. It was John Lennon who said-
"We don't need any more leaders." The chapter asks- Do you see yourself as a
leader? It explains why so many people are uncomfortable with the term and argues
that each one of us has some leadership potential to use at work. The problem
is how? The practical steps to resolve this are to become self- aware and build
self- belief. Included in this chapter are practical steps to establish the
Chapter Two - Leading and Learning - Why Mistakes are Good Learning is at the
core of leadership and one of the best ways to learn is to try something and
if it fails, learn from the experience. The best leadership is always followed
by learning so how can we apply this and turn mistakes into positive outcomes.
Chapter Three - Expressing Leadership No two leaders are going to be the same.
It's important that you keep your personality, your beliefs, your essential
self at the heart of what you do and how you do it. As discussed in Chapter
1, people only follow authentic leaders - even when leaders are 'bad'. What
can we learn from this? What we do know is that to be effective leaders must
be believed and 'walk the talk'. Your style has to be true to yourself and there
has to be substance under the style. Increasingly people only follow leaders
who they believe have 'earned the right' to lead. This chapter looks at how
you have earned the right and how you show that to the world. Questions this
section will answer What makes a good leader? What is the contribution of a
leader? What is the transition from being a manager to being a leader? How do
I walk the talk? Why is my visibility, as a leader so important and how do I
do it? As a leader, what am I frightened of and what is holding me back eg risk
or intimacy? What behaviour gets in the way of my leadership? How do I know
I'm being a good leader, what will I see in my team? How can I keep creativity
in leadership? How do we cope with the isolation/loneliness of being put in
a leadership role? What makes a leader rather than a dictator? How do you lead
from the middle? Is leadership compatible with being open? What do leaders do
Section II - Leadership Capabilities
Chapter Four - Leadership Begins with You- First Thing in the Morning/Last Thing
at Night What is the first thing you do when you arrive at work? What should
it be? How to set yourself up for the day and finish at night. This practical
chapter really shows the reader the difference between management and leadership
in ways they can use every day.
Chapter Five- Dealing with Obstacles If we see leadership as a lifelong learning
journey and obstacles as boulders to make us stop, think, learn from and remove
then we can use our leadership potential to deal with them so they never come
back again. It is how we deal with them mentally, emotionally and physically
and this chapter shows the reader how.
Chapter Six- Emotional Intelligence - The End of Frustration, Anger, Despair
An important part of leadership is to recognise emotional intelligence for when
under pressure at work it is this that will influence leadership rather than
IQ. A quick practical lesson on EQ and how to use it.
Chapter Seven- Empathy - How to Stand in Someone Else's Shoes Empathy is a skill
that is invaluable in expressing leadership. Did you know this ability develops
around the age of four to five years of age and is present in other life forms?
How do you apply this ability at work and how can it help you.
Chapter Eight- Engaging People Engaging people is one of the most difficult
quests in leadership. So how do you engage and motivate people around you? How
do you inspire people and take them with you? Building trust and expecting the
best from people is one way. Another is to make their personal goals part of
the team goals.
Chapter Nine- Vision There has been much talk of vision in leadership but what
exactly is it and how can it be used every day through leadership? What makes
a 'good' vision? How can vision help you focus?
Chapter Ten- Leading upwards and across When a boss is a controller, bully or
ideas poacher then it is difficult to know how to express your own leadership.
The leadership lesson here is - you are not responsible for your boss but you
are responsible for yourself. Using leadership to deal with poor leaders. Leadership
skills- Questions this section will answer How can I enable all people to make
a difference? How can I motivate and inspire people? What is the difference
between leading a large and small team? How do leaders handle overlapping responsibilities?
How do we tackle our less performers in the team? How do we show we actively
listen to ideas? How do you lead poor and good team members? How do you lead
different sorts of people? What is EI and what has it to do with leadership?
Section III- Developing Leadership All Around You
Chapter Eleven- Recognising Leadership in Others When we realise that each and
every one of us has some leadership potential it is a challenge for leaders
to recognise and develop this. The next assumption though is to look at those
who report to us - but we should in fact look upward, across and below, we should
look at everyone we come into contact with, with this aim. So how do we begin?
The first two steps are to establish how leaders are selected in your organisation;
and then to identify leadership role models that 'fit' with what is required
in the organisation/your department. What is it about them/what do they do that
is so right?
Chapter Twelve- Influencing Upwards Those above you have to communicate a clear
sense of direction. Managers wait to find it out - leaders participate and influence
the process. This chapter shows ways of doing this that develops your leadership
and theirs and includes creating an ethos of service rather than arrogance.
Chapter Thirteen- Developing Others There is a tendency when busy to choose
the same couple of people to do the challenging work because you know you can
rely on them. The problem with this is that others never have a chance to develop
including their leadership potential. This chapter offers simple steps to take
to develop leadership potential to others thus growing a team who all contribute
Chapter Fourteen- Unblocking Organisational Barriers Whether 'bad' leaders or
bureaucratic inertia, the result is often a feeling of powerlessness. How can
you tackle these in a way that will result in change for the better? We know
that most people leave because of their boss or frustration leaving a vacancy
for someone el This section ancate a clear sense of direction to everyone? How
do we select leaders and is it effective? How can we bring leadership to make
things happen at middle levels? Are followers responsible for making leadership
effective? How can we build teams of leaders rather than individuals? How can
I teach or encourage leadership learning? Who are our role models? What can
I learn from them? How can I learn from experience of bad leadership? How can
I influence bad leaders from underneath? How can you turn staff at all levels
into leaders? What can I do to create leaders who serve people rather than expect
people to serve them? What can I do about senior managers who don't want to
be leaders? The Leadership Manual is a mentor for those who seek to express
their leadership. Section IV- My Leadership
Challenge Chapter Fifteen- Beyond the Rubicon The relationship you have with
your organisation is fundamental in whether you will use your courage to transform
yourself and others. How do you feel about what the organisation does? What
are its strengths and weaknesses? How do you feel about those you work with
every day? How do you feel about yourself at work? What are your strengths and
weaknesses? Do you want to be a leader? Do you want to transform what you do,
how you do it and challenge others to do the same? This chapter challenges the
reader at this point because not everyone is going to want to complete the journey.
Here we aim to help the reader move forward but they first have to realise they
Chapter Sixteen- Being a Leader It was Warren Bennis who first changed our perception
of leadership from doing to being and so the book concludes with the reader's
own challenges and shows that when being a leader the reader will be able to
face any challenges now and know how to begin. They will be shown how to use
a Leadership Log at work and the chapter will conclude with a final challenge.
The questions answered in this section will be- Is leadership any different
in my organisation than others? Does good leadership add value? How do we value
leadership? How do I deal with the expectations of those who want to be leaders?
How do I lead in a matrix organisation? How do I recognise successful leadership
from the point of being led? How do I get leadership away from boxes to tick?
How do I/we change whole organisations?
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