Leadership Conversations by Berson, Alan S. -- Read -- Imperial Library of Trantor

Index

Cover More Praise for Leadership Conversations Title page Copyright page Dedication Preface: Are You Having Leadership Conversations?

High Potentials Don’t Know What They Don’t Know The Challenge of Moving Up Leadership Conversations—The Book My Leadership Conversations—The Website

PART 1 THE HIGH-POTENTIAL CHALLENGES

CHAPTER 1 Do You Really Want to Be a Leader?

How Great Leaders Treat Others Great Leaders Communicate Effectively Great Leaders Grow Their People What Great Leaders Believe Same Playing Field but a Whole New Game—Twice It’s Never Too Late

CHAPTER 2 What Blend of Management and Leadership Mindsets Is Best?

Conversations Make the Difference Effective Conversations Create Alignment Your Generation Influences Your Mindset Harnessing Generational Mindset Differences

CHAPTER 3 Have You Had Leadership Conversations Today?

A Virtuous Cycle of Leadership Conversations Three Perspectives in Leadership Conversations Blending Two Mindsets, Four Types of Conversation, and Three Perspectives Standards for Leadership Conversations

CHAPTER 4 Where Do You Stand on the Leadership Ladder?

PART 2 CONVERSATIONS TO BUILD RELATIONSHIPS

CHAPTER 5 Learn the New Rules

Knowing the Leadership Rules The Common Thread

CHAPTER 6 Your Relationships Define You

Essential Relationship-Building Skills Multimedia Relationships The Increasing Importance of Relationships Not Having a Relationship Can Be Costly

CHAPTER 7 Know Your Strengths and Their Shadows

Each Strength Has a Companion Shadow Getting Started on the Right Foot Developing Unconscious Competence in Relationships Recognizing the Shadows Focus on Strengths

CHAPTER 8 People Aren’t Machines

People Have Feelings The Legends in Your Organization The Elements of Culture Changing Relationships Changes the Culture

CHAPTER 9 Don’t Let Them Assume They Know What You’re Thinking

You Are Always under a Microscope Listening Transparency Authenticity Having the Right Conversations

CHAPTER 10 Embrace Differences

Open Your Mind Encourage Diversity and Inclusion Make Diversity Work

PART 3 CONVERSATIONS TO DEVELOP OTHERS

CHAPTER 11 The Battle for Talent

Build Versus Buy Start with the Right People Your Responsibility to Develop Others How Deep Should Succession Planning Go?

CHAPTER 12 The Challenge of Leading Other High Potentials

Assessing Potential Developing Leadership Skills in High Potentials Demand More from Your High Potentials Don’t Miss the Signs of Trouble Delivering Feedback Three-Phase Process for Giving Effective Feedback Building a Feedback Culture

CHAPTER 13 Conversations You Must Have

Baseline Conversations to Set Expectations Baseline Conversations about Performance Standards Baseline Conversations about Relationships Baseline Conversations about Priorities Feedback Conversations about Achieving Goals Feedback Conversations When Roles Get Turned Upside Down Feedback Conversations about Underperformance Feedback Conversations about Timeliness Feedback Conversations with Your Boss When Routine Conversations Do Not Work

CHAPTER 14 What Gets in Your People’s Way?

Are You an Obstacle? Removing Obstacles That Get in Your People’s Way Your Role as a Leader Coaching Managers

CHAPTER 15 Recognition—Making It All Worthwhile

Multimedia Recognition Recognition Is Inexpensive—Lack of Recognition Can Be Costly Recognize Behaviors as Well as Results Celebrate Even Small Successes Celebrate People

PART 4 CONVERSATIONS TO MAKE DECISIONS

CHAPTER 16 Develop Your Judgment Gene

Five Realms of Judgment Judgment Is a Process, Not an Event Keystone Judgments How Decisions Are Made Problem Solving Versus Decision Making Make Decisions Decisively Growing the Judgment Gene in High Potentials

CHAPTER 17 What You Know Is Irrelevant

Engaging Your Team’s Knowledge Benefits of a Learning Organization Group Decision Making How Much Consensus Do You Really Have? Finding the Third Alternative What If a Third Alternative Does Not Exist? Promoting Teamwork It’s Not About Winning

CHAPTER 18 Be Curious—Ask Great Questions

Curiosity Pushes the Boundaries Curiosity Creates Opportunities Focus on Opportunities Even Great Leaders Don’t Have All the Answers Managers Answer Questions—Leaders Ask Them Questions Go Both Ways

CHAPTER 19 If You Can’t Change, Retire

Staying Ahead of Change What is Driving Change? To Change or Not to Change Working with Different Change Styles

PART 5 CONVERSATIONS TO TAKE ACTION

CHAPTER 20 Moving Smoothly into Action

What Motivates Leaders? Action or Inaction—It’s a Choice The Context for Action An All-Star Team Isn’t Enough The Plan-Results Gap

CHAPTER 21 Planning Successful Actions

Planning Is an Essential Conversation Guiding People to Deliver Value In Theory, Goals are Fixed—In Reality, They Evolve Tell Everyone What the Plan Says Making Midcourse Corrections

CHAPTER 22 When Things Change

Change Is the Natural Order Leadership: The Essence of Change Forced Change Doesn’t Work Conversations About Specific Actions Don’t Assume—Discover

CHAPTER 23 Lessons from Success and Failure

The Comfort Zone Versus the Learning Zone Conversations About Success and Failure After-Action Reviews in the Commercial Sector Let Go of Perfection

CHAPTER 24 Inspiring People in Turbulent Times

The Meaning of Silence Requesting Action Versus Demanding Action Putting Leadership Influence Into Action When Your Team Is Effective, You Become Promotable Leading in Stressful Times

PART 6 YOUR LEADERSHIP CONVERSATIONS

CHAPTER 25 Conversations at the Top

The CXO Leader’s Role Conversations by CXO Leaders with Their Boss Conversations by CXO Leaders with Their Peers Conversations by CXO Leaders with Their High Potentials

CHAPTER 26 Conversations for Executive Leaders

The Executive Leader’s Role Conversations by Executive Leaders with Their Boss Conversations by Executive Leaders with Their Peers Conversations by Executive Leaders with Their High Potentials

CHAPTER 27 Conversations for Managers of Managers

The Manager of Manager’s Role Conversations by Managers of Managers with Their Boss Conversations by Managers of Managers with Their Peers Conversations by Managers of Managers with Their High Potentials

CHAPTER 28 Conversations for First-Line Managers

The First-Line Manager’s Role Conversations by First-Line Managers with Their Boss Conversations by First-Line Managers with Their Peers Conversations by First-Line Managers with Their High Potentials

CHAPTER 29 Your Personal Action Plan

Guide to Taking the Leadership Assessment What Comes Next? Leadership Coaches and Survey Instruments

Bibliography Acknowledgments About the Authors Index

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