Leaders Ought to Know: 11 Ground Rules for Common Sense Leadership

Leaders Ought to Know: 11 Ground Rules for Common Sense Leadership

By: Phillip Van Hooser (author)Hardback

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Globally acclaimed leadership development expert, Phillip Van Hooser, teaches the ground rules of common sense leadership There are just some things every leader ought to know like how to earn an employee s respect, how to be truthful and be taken seriously as a leader. Leaders should also realize and recognize the negative habits and counter-productive behaviors that can be their downfall. Certain to be one of your top books on personal leadership development, Leaders Ought To Know will get all leaders -- new leaders, mid-level or executive managers -- familiar with the ground rules of leadership. Kick start your company's leadership development program with this common sense guide from Phillip Van Hooser, a top leadership development expert -- learn how to do more of the right things while avoiding the common leadership mistakes that trip up so many.

About Author

Phillip Van Hooser is the founder of the Leaders Ought to Know(R) leadership development program. His clients include Westar Energy, Alliance Coal, Reebok, Blue Bell Creameries, Eli Lilly and Company, Lockheed Martin, KPMG, Verizon, Wells Fargo, and Helena Chemical. A former president of the National Speakers Association, Phil has earned the Certified Speaking Professional designation and is a member of the Speaker Hall of Fame.


Acknowledgments xi Introduction 1 Can You Keep a Secret? 1 This Is a No Secret Zone 5 Ground Rules 7 1 Choosing to Lead 11 Born Leaders The Myth 11 Your Most Important Professional Decision 14 If Japan Can, Why Can t We? 17 Congratulations, You ve Been Promoted! Now What? 21 The Doctor Is in, and the Patient Is Waiting 23 Accepting the Challenge 27 2 Offer Service, Take Action 31 Management 101 31 The Four Management Functions 32 The Four Resources to Be Managed 33 If Not People, Who Then? 34 The Six Management Objectives 36 What Do You Think? 37 Mario and Luigi 40 Commonsense Leadership 44 The Ability to Offer Service 45 The Willingness to Take Action 47 3 The Essential Element 51 The Essential Element 51 Leadership Begins and Ends with Followers 53 Three Primary Assumptions 55 The Leadership Lie 60 How Close Is Too Close? 62 Know Your Followers 64 Who Are You? 66 Yes, and Then Some 69 4 A Recipe for Respect 73 WWYFS 73 Respect Is as Respect Does 76 The Recipe for Earning Respect 78 Respect Ingredient #1: Consistency 79 The Wisest Man in Princeton, Kentucky 81 Respect Ingredient #2: Quality Decision Making 84 Honey, How Far? 84 Respect Ingredient #3: Interacting with Others 87 Wrapping It Up 90 5 Honesty and Other Truths 91 The Truth about Honesty 91 The Scheduler s Position 92 Leadership Failures 97 The Honesty Game 99 Game Contestants 99 Objectives of the Game 100 Rules of the Game 100 Losing the Game 102 Winning the Game 102 Time Frame of the Game 103 The Zipper Factor 103 Brutal Honesty 108 6 Two Motivational Truths 111 What Supervisors and Managers Want to Know 111 Help Me Motivate My People 112 Motivational Theories Abound 114 Motivational Truth #1 116 Motivation versus Manipulation 119 Manipulation Doesn t Pay It Costs 122 Motivational Truth #2 124 Can We Have a Pool Table? 125 How Can They Sit There and Lie to Me Like That? 129 Is That All? 131 7 Why People Do What They Do 133 The Worst Motivational Speech 133 Giving before Getting 137 It s More than Gratitude 138 The Cornerstone Concept 139 What, Not Why 143 Determining Individual Needs 144 Easiest or Shortest 148 Preparing for Unsatisfied Needs 150 Emotional Defense Mechanisms 155 8 Preventive Leadership 157 Practicing PM 157 Embracing PL 158 Do Leaders Really Think? 160 Six Thought Processes to Support Preventive Leadership 161 Explorative Thought Asking Why? 161 Comparative Thought Asking Why Not? 162 Predictive Thought Asking When? 163 Creative Thought Asking What If? 164 Deliberative Thought Asking How? 165 Interactive Thought Asking What Do You Think? 165 I m Moving to Alaska! 166 Running from or to and Why It s Important 171 The Wisdom of Dumb Questions 174 Dumb Question #1: How Am I Doing? 176 Dumb Question #2: What Have I Screwed Up Lately? 176 Dumb Question #3: What Should I Be Doing Better? 177 Dumb Question #4: What Would You Like Me to Do about That? 177 How It s Done 178 9 Fearsome Facts 181 Who s Your Daddy? 181 Understanding Fears 190 Fearsome Fact #1: We All Have Them 192 The Fear of Rejection 194 The Fear of Failure 195 The Fear of Success 196 What Means Nervous ? 197 Fearsome Fact #2: Unfamiliar Experiences Are Breeding Grounds for New Fears 199 Making Unknowns Known 201 Fearsome Fact #3: Unsuccessful Experiences Compound Our Fears 203 What It Means 205 10 Leadership Pitfalls 207 Seven Deadly Sins 207 Leadership Pitfall #1: An Elevated Sense of Self-Importance 209 I Hope the Old Man Is Getting Some of This 210 Leadership Pitfall #2: Practicing Favoritism 213 I d Rather Be Flat Broke 216 Leadership Pitfall #3: Inability or Unwillingness to Control Emotions 219 When You Lose Your Temper 221 The Power of an Apology 228 Pursuing Leadership Success 229 11 Commonsense Success 231 Seniority, Experience, or Something Else? 231 Choosing Success 233 Too Many Choices? 234 A Professional Triple Threat 236 Knowledge and Understanding 236 Skills and Application 237 Personal Desire and Commitment 238 I Should ve Bought That Farm 240 Commonsense Success Choice #1: If I Am to Fail, I Choose to Fail Aggressively 240 Commonsense Success Choice #2: To Hit a Home Run, I Must Swing the Bat 242 Commonsense Success Choice #3: Choosing Yes 245 Commonsense Success Choice #4: When I Mess Up, I Must Fess Up Quickly 250 One More Foundational Concept 254 Conclusion 257 A Conclusion Isn t a Conclusion 257 Congratulations to You 258 Leaders Are Readers or Are They? 259 Leaders Are Doers or Should Be 260 I Wish Buster Was Here 262

Product Details

  • ISBN13: 9781118529263
  • Format: Hardback
  • Number Of Pages: 288
  • ID: 9781118529263
  • weight: 406
  • ISBN10: 111852926X

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  • 1st Class Delivery: Yes
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