Think Like a Leader | p. 1 |
What Is Leadership? | p. 3 |
What Leadership Really Means | p. 4 |
So What's So Good About Being a Leader? | p. 5 |
The Difference Between Leaders and Managers | p. 5 |
A Leader Is a Manager | p. 7 |
An Example of a Leader and Manager | p. 7 |
An Example of a Leader Who Is Not a Manager | p. 7 |
A Leader Is Involved in a Partnership | p. 8 |
How Good Are You at Inspiring, Persuading, Influencing, and Motivating? | p. 10 |
Inspiration | p. 10 |
Persuasion | p. 10 |
Influence | p. 11 |
Motivation | p. 11 |
Leaders Accomplish Big Changes | p. 12 |
The Least You Need to Know | p. 12 |
Build Your Self-Confidence | p. 13 |
Why Self-Confidence Is Important | p. 14 |
Use Positive Self-Talk | p. 14 |
Eliminate Negative Self-Talk | p. 16 |
You've Got More Going for You Than You Thought | p. 16 |
Rev Up Your Need for Power | p. 18 |
How Strong Is Your Need for Power? | p. 19 |
Visualize a More Powerful You | p. 20 |
Grab a Few Easy Victories | p. 20 |
Bounce Back from Setbacks and Embarrassments | p. 21 |
Get Past the Emotional Turmoil | p. 21 |
Find a Creative Solution to Your Problem | p. 22 |
The Least You Need to Know | p. 23 |
How Do Leaders Think? | p. 25 |
Trust Your Gut Feelings | p. 26 |
Start Seeing the Big Picture | p. 27 |
Strategic Thinking | p. 27 |
Systems Thinking | p. 28 |
Big Thinking | p. 29 |
Why and When to Ask Tough Questions | p. 30 |
Why Should I Ask a Tough Question? | p. 30 |
When? | p. 31 |
Put Some Creative Punch into Your Thinking | p. 32 |
Develop Your Insight | p. 33 |
How Do I Develop a leader's Ability to Read People? | p. 34 |
The Least You Need to Know | p. 36 |
How About a More Charismatic You? | p. 37 |
What in the World Is It? And How Can I Get It? | p. 38 |
Learn to Express Your Feelings | p. 39 |
Connect Feelings with Facts | p. 41 |
Where Do You Get Enthusiasm, Optimism, and Energy? | p. 43 |
Be Candid | p. 43 |
Use Animated Facial Expressions | p. 45 |
Do You Look Powerful? Do You Act Powerful? | p. 46 |
Do You Move and Act Purposefully? | p. 46 |
The Least You Need to Know | p. 47 |
Communicate Like a Leader | p. 49 |
Impress Them with Heavy-Impact Language | p. 50 |
Dazzle with Analogies and Metaphors | p. 51 |
Inspire with Story-Telling | p. 52 |
Does Your Nonverbal Language Project Leadership? | p. 53 |
Get Your Verbal and Nonverbal Behavior in Synch | p. 53 |
The Eyes Have It | p. 54 |
Stand Up Straight! | p. 54 |
Personal Space | p. 55 |
Watch Your Hands! | p. 55 |
How Do You Sound? | p. 55 |
Your Time Is Important | p. 56 |
Do You Appear Confident, Friendly, and Approachable? | p. 56 |
Hit 'Em with Your Power-Oriented Language Style | p. 57 |
Junk Words and Pauses | p. 58 |
Hackneyed Cliches and Recycled Anecdotes | p. 58 |
Does Every Noun Want to Be a Verb? | p. 59 |
The Least You Need to Know | p. 59 |
How to Develop Credibility | p. 61 |
Act Credible in an Incredible World | p. 62 |
Write Down What You Stand For | p. 65 |
Jiffy Guide for Making Decisions in the Gray Zone | p. 66 |
Excuse My Cliche, but Walk the Talk | p. 67 |
Stop Wearing Your Sunglasses Indoors | p. 69 |
The Least You Need to Know | p. 70 |
Act Like a Leader | p. 71 |
Your Tool Kit of Influence Tactics | p. 73 |
You Are a Role Model | p. 74 |
Get the Corporate Culture Across to People | p. 74 |
Demonstrate What Good Customer Service Means | p. 75 |
Treat Company Policy with Respect | p. 75 |
Demonstrate Sparkling Work Habits | p. 75 |
Do Your Share of Dirty Work | p. 75 |
Show People What It Means to Act Professionally | p. 76 |
Be a Paragon of Health, Safety, and Appearance | p. 76 |
Evangelists Make Good Leaders | p. 77 |
What Do You Want People to Do or Feel? | p. 77 |
Appeal to Key Values | p. 78 |
Formulate an Awesome Vision | p. 78 |
Use High-Impact Words and Phrases | p. 78 |
Ask the Right Questions | p. 79 |
Inspire People with Success Stories | p. 79 |
Can You See, Feel, Touch, and Taste It? | p. 79 |
Release Your Emotions at the Right Time | p. 80 |
"Hey, I'd Like Your Input" | p. 81 |
Nothing Like Being the Resident Genius | p. 81 |
Set Up a Favor Bank | p. 82 |
Manipulate Others and Still Like Yourself in the Morning | p. 82 |
The Bandwagon Technique | p. 83 |
Joking and Kidding | p. 83 |
Hint at an Implied Benefit | p. 84 |
Do I Use Influence Tactics Alone or in Combination? | p. 84 |
The Least You Need to Know | p. 85 |
Grabbing Power | p. 87 |
The Right Internal and External Networks Can Bring You Power | p. 88 |
How Your Network Members Can Enhance Your Power | p. 88 |
How to Assemble a World-Class Network | p. 89 |
Keep Your Network Alive | p. 91 |
Grab On to Hot Problems | p. 92 |
Come Storming Out of the Gate | p. 92 |
In Union There Is Strength | p. 93 |
Be Your Group's Publicity Director | p. 94 |
How Does Increasing the Visibility of Your Group Work in Practice? | p. 94 |
Here's How You Can Do It, Too | p. 95 |
"If You Don't Believe Me, Listen to Our Consultant" | p. 95 |
The Least You Need to Know | p. 96 |
How to Choose the Right Leadership Style | p. 97 |
Going North, South, East, and West to Learn About Your Style | p. 98 |
Who's in Charge Here? | p. 100 |
Authority Vested in the Leader | p. 101 |
Authority Vested in the Group Members | p. 101 |
Authority Vested in the Situation | p. 101 |
Time Pressures | p. 102 |
Are You a Member of the Band or a Soloist? | p. 102 |
"Help Me, Help Me" versus "Please Get Out of My Light" | p. 103 |
Orientations for Providing Guidance | p. 103 |
Guidelines Help You Decide How Much Guidance to Provide | p. 103 |
"I'm Here to Help You" | p. 104 |
A More Elastic You | p. 105 |
The Least You Need to Know | p. 106 |
Become a Multicultural Leader | p. 107 |
Now I Know Why You Act the Way You Do | p. 108 |
We're All Different; We're All OK | p. 110 |
Vive la Difference in Cultural Values | p. 112 |
Individualism versus Collectivism | p. 112 |
Acceptance of Authority and Status | p. 112 |
Risk-Taking Attitude | p. 113 |
Materialism versus Caring for People | p. 113 |
Long-Term Thinking versus Short-Term Thinking | p. 113 |
Formality versus Informality | p. 113 |
Urgent-Time Orientation versus Casual-Time Orientation | p. 114 |
High versus Low Emphasis on the Surrounding Situation | p. 114 |
The U.S. versus the Rest of the World | p. 114 |
Where Do I Find a Multicultural Carrot? | p. 115 |
Link Rewards to What People Want | p. 115 |
Find Out What People Want | p. 116 |
The Least You Need to Know | p. 117 |
You Can Become a Visionary and Transformational Leader | p. 119 |
You Too Can Make Management Gurus Weep with Joy | p. 120 |
Oh, What a Beautiful Future! | p. 121 |
Think, Talk, and Act Big | p. 123 |
Can You Bring About Some Really Big Changes? | p. 124 |
Changing the Organization Culture | p. 125 |
Raising People's Awareness About Rewards | p. 125 |
Helping People Look Beyond Self-Interest | p. 126 |
Helping People Search for Self-Fulfillment | p. 126 |
Investing Others with a Sense of Urgency | p. 126 |
Committing to Greatness | p. 126 |
Why Not Create a Revolution? | p. 126 |
Now That You've Created This Monster, What Do You Do Next? | p. 128 |
Helping People Understand the Need for Change | p. 128 |
Gain Political Support for Change | p. 128 |
Point Out the Financial Benefits | p. 129 |
Place Adaptable People in Key Spots | p. 129 |
Allow for Discussion and Negotiation | p. 129 |
Refer Back to Your Inspirational Vision | p. 130 |
The Least You Need to Know | p. 130 |
You Can Become a Team Leader | p. 131 |
You Can Become a Motivational Force | p. 133 |
Are You WIIFM or Against Them? | p. 134 |
How to Use WIIFM | p. 135 |
Why Are You People So Needy? | p. 137 |
The Need Cycle | p. 137 |
Let's Get Down to Specifics | p. 138 |
A Four-Letter Word for Focusing People's Energies | p. 139 |
What's the Missing Link? | p. 141 |
Think Big and Set Up a Supercharged Atmosphere | p. 142 |
The Least You Need to Know | p. 143 |
The People Side of Team Leadership | p. 145 |
Begin with a Little Brainwashing | p. 146 |
"I Love Ya, Babe; You're a Customer" | p. 147 |
Relax--Everyone Around Here Can Be Trusted | p. 147 |
Use Team Terms and Bury the First Person Singular | p. 148 |
Hey, Gang, We're a Bunch of Winners! | p. 149 |
The Right Type of Job Design | p. 150 |
Interdependence Among Team Members | p. 152 |
Group Composition and Size | p. 152 |
The Right Environment and Resources | p. 153 |
Activities Within the Group | p. 153 |
Familiarity with Jobs, Coworkers, and the Work Environment | p. 154 |
How About a Retreat at Lake Tahoe? | p. 154 |
The Least You Need to Know | p. 154 |
Techniques for Enhancing Team Spirit | p. 157 |
We're Destined for Greatness | p. 158 |
Don't Be Bashful; Let's Hear What You Have to Say | p. 159 |
It's Difficult to Ignore Somebody Six Inches Away | p. 160 |
Do I Have an Idea for You! | p. 160 |
Have a Nice Reward; You Helped the Group | p. 161 |
How About Team Coffee Mugs and Matching T-Shirts? | p. 162 |
No Job Is Too Dirty for Me | p. 163 |
You Won't Hear Me Go "Oink, Oink!" | p. 163 |
Sorry, Rest of the World; You're the Outgroup | p. 164 |
Introduce Humor with Appropriate Frequency | p. 164 |
The Team Spirit and Teamwork Checklist | p. 165 |
The Least You Need to Know | p. 166 |
The Task Side of Team Leadership | p. 167 |
Let Them Sweat a Little | p. 170 |
Do What Needs to Be Done If It Doesn't Cost Money | p. 171 |
Not to Upset You, but Here are Some Facts to Digest | p. 172 |
If We Play Our Roles Right, We'll Be Successful | p. 173 |
Now I Have to Kiss Up to Coworkers as Well as the Boss | p. 174 |
Why Did You Select That Font, and Why Is Your Left Shoelace a Little Loose? | p. 175 |
The Least You Need to Know | p. 176 |
Managing Conflict | p. 177 |
What You Rarely Read About in the Annual Report--Conflict | p. 178 |
Conflict Consumes Considerable Leadership Time | p. 179 |
Conflict over Goals Can Result in Extreme Self-Interest | p. 179 |
Prolonged Conflict Is Detrimental to Your Health | p. 179 |
Time and Energy Can Be Diverted from Reaching Important Goals | p. 179 |
Conflict Can Lead to Employee Sabotage | p. 180 |
Worst of All, Conflict Can Lead to Workplace Violence | p. 180 |
Let Me Tell You What's Really Bothering Me | p. 180 |
Let's Make Everybody a Winner | p. 182 |
Here's What I Think You Think of Me | p. 184 |
Being Fired Isn't So Bad; It Helps Me Develop Job Search Skills | p. 185 |
You're Right; I Am Kind of Sloppy and Stupid | p. 186 |
The Least You Need to Know | p. 187 |
How to Help Groups Lead Themselves | p. 189 |
How to Become an Empowering Leader | p. 191 |
I Hear the Word "Empowerment" Every Day--What Does It Really Mean? | p. 194 |
The Psychological Dimension of Power | p. 194 |
Give Away Power to Gain Power | p. 195 |
As Grand Master of the Universe, I Now Empower Thee | p. 196 |
Good Morning Ladies and Gentlemen--Your Flight Captain Today Is an Empowered Baggage Handler | p. 197 |
Don't Overlook Expertise | p. 198 |
To Empower or Not to Empower | p. 198 |
Now That You're Empowered, I Don't Have to Work So Hard | p. 199 |
Sorry, You Can't Decide on the Size of My Bonus | p. 201 |
The Least You Need to Know | p. 201 |
Helping Groups Make Decisions | p. 203 |
Are Six Heads Better Than One, or Is One Head Better Than Six? | p. 204 |
Ahh, It Feels So Right to Contribute | p. 206 |
If It Worked for Edison, Einstein, and Salk, Why Not for Us? | p. 207 |
Mirror, Mirror on the Wall, Which Is the Fairest Solution of All? | p. 208 |
Ladies and Gentlemen, Start Your Pens, Pencils, and Felt-Tip Markers | p. 210 |
The Least You Need to Know | p. 212 |
Winning the Support of Group Members | p. 213 |
You Make Me Feel So Good | p. 214 |
Hold an Employee Appreciation Day | p. 214 |
Respect Seniority | p. 215 |
Give Small Gifts and Send Greeting Cards Throughout the Year | p. 216 |
You Can Do It; I Know You Can | p. 216 |
Hi, Son; Hi, Daughter; Hi, Cousin Kim | p. 217 |
Let Me Tell You About This Wonderful Group of Guys and Gals | p. 218 |
What Do You Think I Should Do? | p. 219 |
I Appreciate Your Suggestion; It's a Start | p. 220 |
Here's the Once-a-Year Event You've Been Anticipating | p. 221 |
The Least You Need to Know | p. 222 |
Leading Others Through a Crisis | p. 223 |
There's Two Seconds Left on the Clock; Throw Me the Ball | p. 224 |
You Can Reach Me at the Command Center | p. 226 |
It's Back to Basics | p. 228 |
Follow Me to the High Ground | p. 229 |
The Turnaround Manager Approach | p. 229 |
Bouncing Back from a Fire or Flood | p. 229 |
Lucky You, You're Becoming an Experienced Crisis Worker | p. 230 |
Turn Your Burned-Down Business into a Parking Lot | p. 231 |
Build a Hurricane Shelter Now | p. 232 |
Engage in Crisis Forecasting | p. 232 |
Develop Crisis-Management Policies and Procedures | p. 232 |
Establish a Corporate Crisis-Management Team | p. 233 |
Build Cash Reserves | p. 233 |
The Least You Need to Know | p. 233 |
Turning Around Problem People | p. 235 |
An Intelligent, Well-Informed Person Would Agree with Me | p. 236 |
Bandwagon Technique | p. 237 |
"Always" Technique | p. 237 |
Door-in-the-Face Technique | p. 237 |
Threats | p. 237 |
Biased Reporting | p. 238 |
Psychological Sabotage | p. 238 |
I'm Committed to Making Life Miserable for You | p. 238 |
Okay, So You're Weird; I Still Want You on the Team | p. 239 |
The Person with a Strong Need to Be Correct | p. 240 |
The Attention Seeker | p. 240 |
The Anti-Control Freak | p. 240 |
The Cynic About Management | p. 240 |
The Passive-Aggressive Personality | p. 241 |
Let's See if We Can Work Out a Beautiful Deal | p. 241 |
I Hear You, I See You, and I Think You're Adorable | p. 242 |
Am I Your Boss or Your Therapist? | p. 242 |
The Least You Need to Know | p. 244 |
Helping Others Develop Their Potential | p. 245 |
How to Become a Nuturing Leader | p. 247 |
Nobody Leaves My Nest Without Being Able to Fly | p. 249 |
Who Wants to Fly Like an Eagle? | p. 250 |
I Think What You Say Is Wonderful | p. 250 |
I Need You to Work All Weekend, and How Is That Infection on Your Basset Hound's Paw? | p. 252 |
You Can Grow If You Copy Me | p. 253 |
The Least You Need to Know | p. 254 |
Giving Feedback and Positive Reinforcement | p. 255 |
How About a Little Data? | p. 256 |
How to Make Feedback a Joyous Experience (Well, Almost) | p. 257 |
Give Specific Feedback | p. 258 |
Put the Ball in the Group Member's Court | p. 258 |
Deliver Feedback Close in Time to the Event | p. 258 |
Focus on Behavior Rather Than Personality | p. 259 |
First-Hand Feedback Is Better Than Second-Hand | p. 260 |
Honest Feedback Is the Best | p. 260 |
How to Water Human Plants | p. 261 |
It's Great to Feel Appreciated | p. 263 |
The Least You Need to Know | p. 264 |
Your Role as Coach and Facilitator | p. 267 |
Coaching Isn't Just My Job; It's My Philosophy | p. 268 |
Here's the Ideal, Here's the Real, and Here's Your Gap | p. 269 |
I'm Going to Set the Bar Just Two Inches Higher Now | p. 271 |
The Facts Show That I'm Giving You Great Advice | p. 271 |
I Hear and See What You're Saying | p. 272 |
Hey, Let's Kick Barriers | p. 273 |
I Want to Make You Feel Good | p. 274 |
You Are Going to Change, Aren't You? | p. 275 |
The Least You Need to Know | p. 275 |
How to Mentor | p. 277 |
I Hear the Word Every Day, but What Does It Really Mean? | p. 278 |
What Have You Done for Me Lately? | p. 279 |
Career Development and Mentoring | p. 279 |
Emotional Support and Mentoring | p. 281 |
You Are My Hero, My Heroine, My Everything | p. 282 |
Not Just Any Old Protege Will Do | p. 283 |
You Too Can Be a World-Class Mentor | p. 284 |
The Least You Need to Know | p. 286 |
Additional Resources for Learning How to Lead Effectively | p. 287 |
Videos | p. 287 |
Information for Ordering Videos | p. 287 |
Books | p. 288 |
Articles | p. 289 |
Web Sites | p. 290 |
Glossary | p. 291 |
Index | p. 297 |
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