Conversation techniques and tools that can help strong managers become great leaders Often the very same skills and traits that enable rising stars to achieve success "tenacity, aggressiveness, self-confidence" become liabilities when promoted into a leadership track. While managers' conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth. * Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developing others * Provides an action plan for boosting your personal leadership potential, as well for developing leadership skills in others * Draws on the authors' rich experience coaching and working with leaders at a wide range of organizations, including NASA, the U.S.
Navy, intelligence agencies, Boeing, Gillette, Bausch & Lomb, and Georgetown University Leadership Conversations is required reading for both high-potential managers looking to make it to the next level and leaders looking to develop their people.
Alan S. Berson is an executive coach, leadership consultant, speaker, and professor. He has held leadership, strategic planning, and marketing roles at Fortune-500 firms including Gillette, Bausch & Lomb, and Marriott. He is a Learning Director at Wharton Executive Education and was an Adjunct Professor at Georgetown's McDonough School of Business. He lives in Potomac, Maryland. Richard G. Stieglitz is a business consultant and speaker. He started, built, and sold a company that helped government and industry executives lead change. Previously, he was a submarine officer in the US Navy and an executive in the aerospace and computer industries. He is the author of three books and publishes a monthly leadership e-letter. He lives in Potomac, Maryland. For more information, please visit www.myleadershipconversations.com
Preface: Are You Having Leadership Conversations? xiii PART 1 THE HIGH-POTENTIAL CHALLENGES 1 1 Do You Really Want to Be a Leader? 3 2 What Blend of Management and Leadership Mindsets Is Best? 11 3 Have You Had Leadership Conversations Today? 19 4 Where Do You Stand on the Leadership Ladder? 29 PART 2 CONVERSATIONS TO BUILD RELATIONSHIPS 35 5 Learn the New Rules 37 6 Your Relationships Defi ne You 47 7 Know Your Strengths and Their Shadows 57 8 People Aren t Machines 65 9 Don't Let Them Assume They Know What You're Thinking 75 10 Embrace Differences 83 PART 3 CONVERSATIONS TO DEVELOP OTHERS 89 11 The Battle for Talent 91 12 The Challenge of Leading Other High Potentials 103 13 Conversations You Must Have 115 14 What Gets in Your People's Way? 127 15 Recognition Making It All Worthwhile 139 PART 4 CONVERSATIONS TO MAKE DECISIONS 147 16 Develop Your Judgment Gene 149 17 What You Know Is Irrelevant 161 18 Be Curious Ask Great Questions 173 19 If You Can't Change, Retire 187 PART 5 CONVERSATIONS TO TAKE ACTION 197 20 Moving Smoothly into Action 199 21 Planning Successful Actions 207 22 When Things Change 215 23 Lessons from Success and Failure 225 24 Inspiring People in Turbulent Times 233 PART 6 YOUR LEADERSHIP CONVERSATIONS 243 25 Conversations at the Top 245 26 Conversations for Executive Leaders 251 27 Conversations for Managers of Managers 257 28 Conversations for First-Line Managers 263 29 Your Personal Action Plan 269 Notes 275 Bibliography 277 Acknowledgments 281 About the Authors 283 Index 285
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