John Marrin

Leadership for Dummies

• Broschiertes Buch

Produktbeschreibung

Do you find yourself being asked to lead others but have no idea where to start? Do you lead a team spread across different offices or even continents? In this no-nonsense guide to leadership you will find answers to crucial questions like: what is leadership? And what style of leadership should I be using? You'll discover how to lead your friends whilst remaining their friend; how to lead change in a way that people accept and understand; when and where to draw the line; and how to reflect on your experiences to become a better and more effective leader.

Only a lucky few of us are natural born leaders. It takes time and effort to develop a range of leadership styles which work for you and those around you as well as discovering how to become comfortable leading others. Leadership can be a lonely occupation; Leadership For Dummies is your ideal companion. John Marrin explores the fine line between managing and leading and the book is full of tips for making the most of your leadership experiences and how to cope with the dilemmas and discomfort all leaders at some point experience.

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Produktdetails

• Verlag: Wiley & Sons
• 1. Auflage
• Seitenzahl: 352
• Erscheinungstermin: 5. April 2011
• Englisch
• Abmessung: 235mm x 191mm x 20mm
• Gewicht: 644g
• ISBN-13: 9780470972113
• ISBN-10: 0470972114
• Artikelnr.: 32554938

Autorenporträt

Dr John Marrin is founder of Marwel & Co., which specialises in leadership development and employee engagement. He is a leading authority on how leaders of organisations totally engage their directors, managers and employees to enhance their commitment to deliver improved performance. He is a leadership coach and organisation development specialist to a wide range of clients including large multinationals, privately owned businesses and public sector organisations.

Inhaltsangabe

Introduction 1
About This Book 1
Conventions Used in This Book 2
What You're Not to Read 2
Foolish Assumptions 3
How This Book Is Organised 3
Part I: Introducing Leadership 3
Part II: Leading Yourself 3
Part III: Leading Others 4
Part IV: Leading People Through Change 4
Part V: Leading Different Types of Team 4
Part VI: The Part of Tens 4
Icons Used in This Book 5
Where to Go from Here 5
Part I: Introducing Leadership 7
Chapter 1: Taking the Lead 9
Appreciating Why the Work of Leaders Isn't Easy 9
Looking for Leadership and Leaders 10
Cooking the stew rather than being in one! 11
Experiencing leadership or perhaps not! 12
Seeing Yourself as a Leader 13
Filling the vacuum with the right fluff (stuff) 14
Transforming starts with you 14
Rising to all leadership occasions 15
Leading People and Teams 17
Knowing what you're about 17
Engaging people in work and change 18
Leading all types of teams 20
Excelling in leading your senior leadership team 21
Chapter 2: Pinning Down the Meaning of Leadership 23
Spotting the Differences between Leadership, Leading and Leader 24
Leadership is a process 24
Leading is an activity 26
Being a leader can be a role and/or position 28
Deciphering the Language of Leadership 30
Diving into the soup of leadership jargon 30
Sampling leadership competences 32
Sampling a Few Tasty Bits of Leadership 34
Becoming an engaging leader 34
Being an active leader 35
Leading through serving others 37
Coming Up with a Meaning that Works for You 39
Chapter 3: Leadership and Management: Two Sides of the Same Coin 41
Flipping Through Your Experiences of Leadership and Management 42
Choosing and working with a new boss 42
Working through your own experiences 44
Listing your expectations of leaders and managers 48
Understanding Society's Changing Expectations of Leaders 50
Jump! Yes sir, how high? 50
Jump! Why should I? 50
Pinpointing the Differences between Leading and Managing 51
Describing the key differences 52
Getting people to follow you 53
Earning the right to lead 54
Leading and managing together 55
Part II: Leading Yourself 59
Chapter 4: Leading 'Inside Out': Knowing Yourself to Become a Better Leader
61
Leading Others Starts with Leading Yourself 62
Becoming an authentic leader 62
Looking through the Johari Window 65
Developing Self-Confidence 68
Leaving Thomas to doubt himself 69
Being your best critic 70
Learning from adversity 71
Discovering How to Lead from Your Experiences 72
Achieving more by learning quickly 72
Harnessing the power of reflection 74
Developing skills in reflecting 75
Using leadership learning logs 76
Finding and working with your own coach 78
Chapter 5: Singing Your Leadership Song: Being in Tune with Your Values 79
Recognising When You're Out of Tune 80
Acknowledging when 'it just doesn't feel right' 81
Questioning what underpins your leadership 81
Leaving your old baggage behind 82
Composing Your Own Leadership Tune 84
Working out what's important to you 84
Questioning your assumptions 86
Singing Your Leadership Song 87
Communicating your values 87
Harmonising with others 88
Chapter 6: Stepping Up to Leadership: Handling Dilemmas 91
Dealing with Dilemmas 91
Surviving being thrown in the deep end 93
Being chosen for the right wrong reasons: Few new leaders arrive fully
trained 94
Becoming comfortable with being uncomfortable 96
Getting caught in the middle 99
Accepting that leadership can be lonely 100
Avoiding the imposter syndrome 101
Leading Friends 101
Achieving success while keeping your friends 102
Knowing where and when to draw the line 102
Part III: Leading Others 107
Chapter 7: Developing a Sense of Purpose 109
Having Clarity of Purpose 109
Avoiding being a busy fool 110
Being bold: leading with conviction 111
Clarifying how you add value 112
Focusing on your key results 116
Spending the right time on the right job 119
Becoming a Visionary Leader 119
Valuing having a vision 120
Creating your own vision 121
Expanding Your Sphere of Influence 123
Discovering that you have more influence than you think 123
Questioning whether something really is outside your control 124
Targeting the people you want to influence 126
Chapter 8: Employing the Power of Engaging Leadership 127
Engaging People: The Key to Unlocking Commitment 127
Avoiding the black hole of meaningless work 129
Making work meaningful 129
Realising that engaged people go the extra mile 131
Building the Foundations for Engaging People 132
Relating to people 133
Being Captain Courageous: Speaking your mind 136
Switching on your senses 138
Creating shared meanings 139
Knowing the Secrets of Engaging Leaders 140
Being open to everything 140
Building strength through vulnerability 141
Chapter 9: Becoming an Engaging Leader 143
Recognising Your Existing Skills 143
Enhancing Relating to People 145
'Working with' and not 'doing to' people 145
Having a genuine interest in others 146
Building strong connections 148
Being non-judgemental 149
Developing the Courage to Speak Your Mind 150
Standing out from the crowd 151
Remaining aware of being dishonest 152
Asking searching questions 154
Inviting challenge 156
Coping with embarrassment and threat 156
Sensing for Success 157
Being in the moment 157
Seeing what others miss 158
Listening for meaning: Getting behind language 159
Being Brilliant at Building Commitment 160
Starting from pole position 160
Beginning from their grid position 162
Focusing on winning together 162
Agreeing actions to drive success 163
Avoiding meaningless language 164
Keeping on track 164
Chapter 10: Modifying Your Leadership Style 165
Appreciating the Need for a Range of Styles 165
Wondering why you seem to get the problem people 166
Choosing horses for courses 167
Working with chameleon people 168
Understanding Different Styles of Leadership 169
Exploring leadership styles 169
Realising how styles impact on people and performance 171
Modifying Your Leadership Style So That It Works for You and Others 173
Being true to yourself 173
Assessing first, choosing second 174
Focusing on outcomes 174
Excelling through trial and error 175
Chapter 11: Leading People to Peak Performance 177
Being a Great Role Model 177
Flying your flag on the summit 178
Avoiding the crevasse of double standards 179
Acting Before Avalanches 180
Appreciating the dangers of delay 180
Applying the golden rule of 'Now' 181
Leading Under-performers Towards Your Peak 182
Working on commitment and capability 183
Approaching cliffhanger conversations 185
Roping people into improvements 187
Mapping progress towards peak performance 187
Coaching the Good Towards Greatness 188
Taking a time out to coach 189
Choosing the right role 190
Practising what great coaches do 191
Part IV: Leading People Through Change 193
Chapter 12: Diving into a Sea of Change 195
Dealing with New Changes but Perennial Problems 196
Appreciating what gets up people's noses 197
Swimming with sharks - and surviving! 198
Riding the waves successfully 199
Being a Change Agent 200
Cruising with your crew 201
Implementing decisions that aren't yours 202
Leading change you disagree with 203
Leading Change, Transforming Culture 204
Looking out for icebergs 205
Diving deep to uncover culture 206
Hanging onto the diver's lifeline: Stop, think, breathe! 208
Chapter 13: Transforming Workplace Culture: A Leader's Approach 209
Knowing Where and How to Begin 209
Spotting the opportunity for change 210
Starting from where you are 211
Creating a Plan for Your Change 212
Experiencing initiative fatigue! 212
Celebrating people past and present 213
Clarifying the start and end points 214
Bridging the gap between old and new 215
Adopting Approaches for Minimising Resistance to Change 217
Choosing the right pace for change 217
Uncovering people's objections 218
Getting buy-in from everyone 218
Making change tentative 219
Handling resistance to change 220
Chapter 14: Reinforcing a New Culture: Maintaining Your Workplace Changes
223
Walking the Talk: Leading by Example 224
Being a visible leader 224
Using the power of story-telling 226
Spotting people straying from the path 228
Paying Attention to the Right Things 230
Remembering that what gets measured gets done 230
Keeping everyone up-to-date 231
Reacting positively to crises 232
Promoting good practice 233
Part V: Leading Different Types of Team 235
Chapter 15: Leading Your Own Team 237
Creating a High-Performing Team 237
Dealing with 'we're okay: leave us alone' 238
Separating the great from the good 239
Harnessing the power of team purpose 241
Valuing team values 242
Assessing the Effectiveness of Your Team 244
Rating your team 245
Conducting a team self-assessment 246
Striving for Continuous Improvement 248
Developing a high-performance atmosphere 248
Making the un-discussable discussable 249
Chapter 16: Taking on a Project Team 251
Getting Your Team Up and Running 251
Avoiding 'project-itis': The scourge of organisations 252
Appreciating and using the stages of team development 253
Accelerating through the stages 254
Leading Team Members with Multiple Commitments 256
Investing time in the project's purpose 256
Challenging unhelpful behaviour: Sorry, wrong room, wrong team! 257
Developing a Sense of Shared Accountability 258
Avoiding slopy shoulders 259
Remembering the team process 262
Appreciating the power of distributed leadership 262
Chapter 17: Facilitating Virtual Teams 265
Understanding Virtual Teams 265
Naming a team 266
Defining virtual teams 266
Comprehending the challenges of being a virtual team leader 268
Facing up to 'we're not a team because we never meet' 269
Establishing Clever Ways of Working 270
Getting your 'ducks in a row' 270
Tackling 'out of sight, out of mind' 271
Appreciating differences in language 272
Working across different cultures 273
Accommodating larks and owls 274
Ending Your Virtual Team 275
Chapter 18: Leading Your Senior Management Team 277
Developing a Collective Sense of Responsibility 277
Breaking the dependency cycle 278
Helping managers out of their silos 279
Encouraging Courageous Conversations 280
Keeping your managers' heads up 281
Critiquing each other's thoughts and ideas 282
Being strong by being vulnerable 282
Sharing Accountability for Success 284
Stopping the blame game 285
Creating a healthy environment 285
Embedding the behaviours you cherish 287
Preparing Others for Leadership 288
Spotting potential high flyers 288
Part VI: The Part of Tens 291
Chapter 19: Ten Tips on Taking the Lead 293
Making Leadership Common Sense Your Common Practice 293
Believing that Everyone Wants to Make a Difference 294
Rising to Every (Leadership) Occasion 294
Building Up, Not Putting Down 295
Listening Before You Leap 295
'Working With' People Rather Than 'Doing To' People 296
Being Uncomfortably Comfortable 296
Speaking Up and Speaking Out! 297
Expanding Your Sphere of Influence 297
Keeping Your Head When Everyone Is Losing Theirs 298
Chapter 20: Ten Tips for Leading Yourself 299
Leading Yourself First 299
Being Authentic 300
Looking Out! You're Always Being Watched 300
Avoiding Being a Busy Fool 300
Knowing Where to Draw the Line 301
Raising Your Hand High 301
Being a Healthy (Self) Critic 302
Talking Yourself Up 302
Modelling Yourself 303
Avoiding the Lonely Hearts Club 303
Chapter 21: Ten Tips for Engaging People 305
Earning People's Respect 305
Being Bolder 306
Making Things Meaningful 306
Striving to Gain Commitment 307
Getting the Most from Measurement 307
Avoiding Being a Victim of Change 307
Celebrating People's Contributions 308
Striking While the Iron's Hot 309
Making a Good Team Great 309
Creating Time for Coaching 309
Index 311