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Leadership
This practical guide contains everything any manager needs to know to lead a team effectively.
Following a clear, accessible approach and using bold graphics and bite-sized text, this beginner’s guide to leadership will take you from a good leader to a great one!
Inside the pages of this leadership book, you’ll
• Practical, “how-to” approach that teaches you the skills you need to run a project successfully.
• New spreads on powerful leadership while working remotely.
• Step-by-step instructions, tips, checklists and “Ask yourself” features that show you how to make an impact
• Tables, illustrations, “in-focus” panels and real-life case studies that demonstrate and explain problem-solving, and how to build confidence and get results.
All the leadership tools you need to succeed as a leader in one easy-to-use business book. Learn how to improve your leadership skills by establishing a vision, inspiring others and championing high performance. It’s the perfect book for managers of all levels.
Essential Managers Leadership shows you how to focus your energy, build relationships and develop strategies for success. You’ll also discover the best ways to lead in difficult situations, like through a period of business change or in a time when remote and flexible working plays a key role in business and management.
Whether it’s negotiating, managing people or improving your project management skills, DK's Essential Managers series contains the know-how you need to be a more effective manager and hone your management style.
Following a clear, accessible approach and using bold graphics and bite-sized text, this beginner’s guide to leadership will take you from a good leader to a great one!
Inside the pages of this leadership book, you’ll
• Practical, “how-to” approach that teaches you the skills you need to run a project successfully.
• New spreads on powerful leadership while working remotely.
• Step-by-step instructions, tips, checklists and “Ask yourself” features that show you how to make an impact
• Tables, illustrations, “in-focus” panels and real-life case studies that demonstrate and explain problem-solving, and how to build confidence and get results.
All the leadership tools you need to succeed as a leader in one easy-to-use business book. Learn how to improve your leadership skills by establishing a vision, inspiring others and championing high performance. It’s the perfect book for managers of all levels.
Essential Managers Leadership shows you how to focus your energy, build relationships and develop strategies for success. You’ll also discover the best ways to lead in difficult situations, like through a period of business change or in a time when remote and flexible working plays a key role in business and management.
Whether it’s negotiating, managing people or improving your project management skills, DK's Essential Managers series contains the know-how you need to be a more effective manager and hone your management style.
96 pages, Paperback
Published January 4, 2022
11 people are currently reading
42 people want to read
About the author
D.K. Publishing
9,025 books2,099 followersDorling Kindersley (DK) is a British multinational publishing company specializing in illustrated reference books for adults and children in 62 languages. It is part of Penguin Random House, a consumer publishing company jointly owned by Bertelsmann SE & Co. KGaA and Pearson PLC. Bertelsmann owns 53% of the company and Pearson owns 47%.
Established in 1974, DK publishes a range of titles in genres including travel (including Eyewitness Travel Guides), arts and crafts, business, history, cooking, gaming, gardening, health and fitness, natural history, parenting, science and reference. They also publish books for children, toddlers and babies, covering such topics as history, the human body, animals and activities, as well as licensed properties such as LEGO, Disney and DeLiSo, licensor of the toy Sophie la Girafe. DK has offices in New York, London, Munich, New Delhi, Toronto and Melbourne.
Source: Wikipedia.
Established in 1974, DK publishes a range of titles in genres including travel (including Eyewitness Travel Guides), arts and crafts, business, history, cooking, gaming, gardening, health and fitness, natural history, parenting, science and reference. They also publish books for children, toddlers and babies, covering such topics as history, the human body, animals and activities, as well as licensed properties such as LEGO, Disney and DeLiSo, licensor of the toy Sophie la Girafe. DK has offices in New York, London, Munich, New Delhi, Toronto and Melbourne.
Source: Wikipedia.
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December 19, 2024
The book is one of the Publications from the Essential Managers Series, titled "Leadership" and written by Christina Osborne, where it was first published in 2008, yet I read the 2021 edition.
This is a condens yet interesting book that addresses leadership as a concept/role in the Business context and summarise the key success factors for successful leaders.
It did contain four chapters (1- Understanding Leadership. 2- Taking up your leadership role. 3- Leading through challenges, and 4- Developing leaders), to cover the main different aspects/maturing phases of leadership, and it was sufficient and interesting, in addition for it being an easy read with simple language and illustration figures/charts and less than 100 page count.
It is a useful and informative book, which I recommend.
Quotes:
"Leadership is the ability to create an environment where everyone knows what contribution is expected and feels totally committed to doing a great job. Leadership is an essential skill for all successful managers to learn and practise regularly." Page 7
"Leaders are made rather than born. And while a real desire to lead is a prerequisite for leadership, the key skills you need to lead can be learned." Page 10
"The old idea of one person at the top issuing orders is on its way out. Leadership now is about creating the conditions for all to rise, and building the structures and cultures that empower any team member to lead when required. In today's dynamic world, we are all potential leaders." Page 10
"Leadership is a substantially different role from management. A leader is someone who creates a bold vision and inspires others to believe in it, while a manager seeks to put the vision into practice by steering the day-to-day actions and behaviours of her or his employees." Page 11
"You probably aspire to be called a leader rather than a manager but, despite their differences, the two roles remain intrinsically linked. Sound management requires some leadership skills, and great leaders are - or know what it takes to be good managers." Page 11
"When you move into a leadership role you won't and can't abandon managing altogether. To be credible as a leader, you need to acknowledge the past and what is currently happening, at the same time as focusing on the future." Page 11
"The job of a leader is to gift others a sense of purpose and self-worth." Page 12
"People respect leaders who embrace strong values and take responsibility for their own choices in life. To demonstrate this internal strength you need to be seen to be leading by example." Page 12
"When you embrace the values by which you live and apply them to your role as a leader, people will respect your sincerity and sense that you wish others to succeed." Page 14
"Leadership Styles: Commanding, Visionary, Affiliative, Democratic, Pacesetting and Coaching." Page 14-15 *Daniel Goleman
"Growing self-awareness means analyzing your thoughts and emotions, seeking as much feedback from others as possible, and developing keen listening skills." Page 15
"Using emotional intelligence:
RECOGNIZING EMOTIONS, REGULATING EMOTIONS, USING EMOTIONS, EMPATHIZING, NURTURING." Page 16
"The emotions that leaders experience affect the culture of an organization." Page 16
"EXPLAIN WHY:
"Why" needs to be explained in two ways: "Because of A..." (referring to a past/present reason) and "In order to do B..." (explaining possible future consequences)." Page 18
"People are motivated by a clear understanding of what they need to do to fulfil the vision, by when, how well, and why. These are key signposts on the journey to their professional development and to the achievement of the team's vision. Your job is to help everyone in your team to plan the route, and to review their progress." Page 18
"Your key tasks as leader are to inspire emotional attachment to the vision developed and to make success visible. This will help team members see that their individual work counts and doing their best really does lead to a better life fir all concerned." Page 19
"23% increase in performance may result from best management practice." Page 25
"You should set aside time with your team to brainstorm likely barriers to delivering on time. Reserve at least 10 per cent of overall project time for contingencies." Page 30
"Delegation is a critical leadership skill, and one that when done well - has great benefits for you and your team. It liberates your schedule, makes members of your team feel valued, and develops capabilities in people throughout the organization." Page 31
"Psychologists Daniel Goleman and Paul Ekman identify three facets of empathy:
• Cognitive empathy helps in understanding how a person feels and what they are thinking.
• Emotional empathy aids identification with another's feelings and deepens relationships.
• Empathic concern provides motivation to help others." Page 34
"Empathetic leadership creates workplaces that, in the words of Harvard Business School professor Amy Edmondson, are "psychologically safe". Her work has shown that organizations with higher psychological safety perform better on almost every metric, from innovation to revenue. The term covers four main areas:
• Willingness to help Encouraging people to collaborate, explore better solutions, and build new narratives, so everyone wins.
• Openness Making it safe for people to speak up with ideas or questions, without being ignored or put down.
• Risk/failure Viewing mistakes as a chance to learn, so people continue to express their ideas, nudge their comfort zones, and take on challenges.
• Inclusivity Allowing people to be their authentic selves and valuing them for it." Page 37
"Psychological safety is not about creating an anything goes environment. It's about minimizing anxiety and using empathy and respect, not fear, to motivate." Page 37
"Draft the competences with one eye always on their compatibility with the vision, values, and main strategic objectives and aims of the organization." Page 41
"Assessing Competencies:
1-STAGE OF DEVELOPMENT
2-NOT YET DEMONSTRATED
3-DEVELOPING
4-COMPETENT
5-ROLE MODEL/ COACH." 42
"85% of US professionals believe that feedback is important to their development." Page 44
"Feedback from your boss, your team members, peers, and customers is termed "360° feedback"; when segments are omitted (for example, feedback from customers and peers), the term is "180° feedback". Take time to prepare for a feedback session." Page 44
"Book a private room to ensure no interruptions. Always start positively, talk about the recipient's achievements: encourage them to talk about what has gone well. Avoid the tendency to focus more on mistakes they might have made than their strengths; make sure the positive feedback outweighs developmental points you bring up by at least 2:1." Page 44
"Change imposed too heavily invites resistance." Page 45
"The best questions often start with "What...?" because they make the fewest assumptions about the response." Page 46
"The best way to accelerate your own development and increase awareness of yourself and of others is through regular review and reflection. Put aside an hour every week for self- analysis and contemplation." Page 50
"The more you learn, the more you realize you still have to learn." Page 50
"When you make every meeting count, you create thousands of potential advocates for you, your team, your vision, and your organization." Page 55
"Focusing on the now:
Inspiring people is less about delivering impassioned speeches and having a forceful personality, and more about focus and consistency. Treat everyone you deal with as a valued customer. Place them at the centre of your universe for the duration of any interaction you have.
Give them your full attention whether you are speaking face-to-face or on the phone. Be dependable in your daily interactions: your consistency builds trust and peace of mind in your team members, freeing them to focus on their key tasks rather than worrying about you." Page 55
"Leaders set the agenda in three key areas - by determining the direction in which the organization will move, by shaping how the organization does business, and by setting the pace of change. Decisions you make in any of these three key areas should be based on objective criteria." Page 58
"Test your decision by assessing its strengths, weaknesses, opportunities, and threats (SWOT)." Page 58
"Aim for a sustainably fast pace at which your major initiatives will have started to produce measurable results within a year - even if the whole process is scheduled to take much longer." Page 62
"Plan in "quick wins" throughout the process of change - achievements that have high visibility but require little effort. Celebrate and publicize these successes, and drip-feed messages about how project milestones and results achieved so far are bringing the vision nearer to reality." Page 62
"96% of organizations are in some phase of transformation." Page 67
"Connected organizational plans:
-Strategic Business Plan.
-Marketing Plan.
-Operations Plan (Products and Services)
-Human Resources & Organisation Development Plan.
-Finance, IT Sourcing, and Research & Development Plans." Page 63
"Leading change requires a sense of balance between priorities and keen awareness of responses among all stakeholders." Page 64
"Balancing priorities:
A key leadership skill is keeping a good balance between short-term improvement and long-term innovation. If you are continuously improving at the margins while neglecting strategic innovation, it will lead to organizational myopia and the risk of missing out on the next big trend. Conversely, constant innovation at the core can become counterproductive because people will eventually feel worn out and unwilling to take on yet another new initiative." Page 64
"Maintaining stability:
The leader seeks to progress with both short- and long-term change while maintaining equilibrium. This can be a challenge: while most people will quickly accommodate small steps that visibly improve the way things are done, bold strategic innovation requires the leader to inspire people, sometimes for many years, before seeing a return. Before implementing change, discuss its implications with multiple small groups of stakeholders. People should feel free to ask questions and express their concerns. Help people to see what will remain the same - these things can provide an anchor of stability for those who dislike change." Page 64
"The group - to function as a team - must be energized, focused, and view success as a collective rather than individual aim. Your job as a leader is to create that transformation." Page 66
"Team Roles: Leader, Creative, Analyst, Facilitator, Administrator." Page 67
"When you build and manage your team successfully, group members will make one another accountable for achieving individual tasks, and begin to appreciate collective success." Page 68
"The signs of an energized team: Listening, Sharing, Getting Results, Showing Intrest, Building Trust, Giving Recognition, Taking Risks, Collaborating, Being trusting-honest-open, Giving Constructive Feedback, Supporting one another, Innovating, Showing Commitment." Page 68-69
"21% greater profitability is shown by highly engaged teams." Page 69
"Conflict arises when people stop listening and approach a situation from their own point of view." Page70
"Why conflict arises:
Causes: Reaching the limits of current capability - Becoming Disengaged - Getting Distracted - Losing Motivation." Page 71
"Ensure the aims you set are balanced; alongside financial targets, include goals in areas such as speed of response, product and service quality, customer and team satisfaction, and brand development. List the desired results in each of four key areas - customers, operations, people, and finance - so that no one objective takes assumed priority over another. Review results in each area monthly so that you can prove progress to yourself, your team, and your investors." Page 72
"140% more money is likely to be spent by customers who enjoy positive service experiences." Page 72
"Setting service-level agreements:
Clarify the results you expect from interactions between purchasers and providers or between departments in a service-level agreement. You can then present the obligations in a written format with minimum or maximum standards and timescales, or other measures of reliability
or availability, for example:
• Our obligations: to provide you with information within four hours of request, etc.
• Your obligations, to respond to service requests within four hours of phone call enquiry, etc." Page 72
"Take every opportunity to involve others and empower them to act on their ideas - your power grows as you give it away." Page 75
"So, the wider your network becomes, the more responsive you will be to any market changes." Page 76
"networking is a two-way process: the more you give to others, the more you gain." Page 76
"How to build an effective network:
• List all potentially useful contacts and ask your team to do the same.
• Include former workplaces and colleagues and personal contacts of family and friends.
• Review your list sector by sector to remind yourself of people. Find them on networking sites.
• Think creatively about what you can offer to help your network contacts in return.
• Keep in touch regularly and always follow-up on promises.
• Think creatively about what you can offer to help your network contacts in return." Page 76-77
"85% of all jobs are filled via networking." Page 77
" 35% of US workers are only given time to think creatively a few times a year" page 81
"A successful organization needs a ready supply of new leaders. Recruiting all future leaders from outside of your organization simply isn't cost effective: it takes a substantial amount of management time and money to find the right candidates and bring them up to speed. By contrast, leaders who are promoted from within your organization already have a good understanding of its culture and working methods. and will have been nurtured and trained by you to have exactly the suite of skills and knowledge required to take on their new role." Page 84
"Potential leaders thrive on added responsibility, and when they have a team to manage, they contribute at a higher level, working well with their peers, and showing a talent for developing team members." Page 87
" 94% of organizations plan to increase or maintain their current spend on leadership development." page 87
"Making Leadership transitions, State of leadership: (1- Self-awareness. 2- Other-Awarness. 3- Guidance. 4- Development. 5- Embodiment.)" Page 88-89
"Successful coaching creates an increased self-appreciation in your future leaders of their personal strengths, competences, approach, and actions." Page 90
"The hallmark of a skilled coach is knowing when to challenge and when to support the individual being coached. Successful coaches work to build self-awareness and release potential, by, for example, unblocking limiting or constricting beliefs or confronting unhelpful behaviours. They encourage the people they are coaching to reflect deeply, think strategically, release their instinctive creativity, and feel good about who they are." Page 90
"The benefits of coaching:
- New perspectives on business issues.
- Enhanced working relationships.
- Retention of key executives.
- Greater alignment of individual/corporate objectives." Page 91
"The emphasis has shifted from excelling in a particular corporate position to excelling in one vital project - leading your own life based on consistent principles." Page 92
This is a condens yet interesting book that addresses leadership as a concept/role in the Business context and summarise the key success factors for successful leaders.
It did contain four chapters (1- Understanding Leadership. 2- Taking up your leadership role. 3- Leading through challenges, and 4- Developing leaders), to cover the main different aspects/maturing phases of leadership, and it was sufficient and interesting, in addition for it being an easy read with simple language and illustration figures/charts and less than 100 page count.
It is a useful and informative book, which I recommend.
Quotes:
"Leadership is the ability to create an environment where everyone knows what contribution is expected and feels totally committed to doing a great job. Leadership is an essential skill for all successful managers to learn and practise regularly." Page 7
"Leaders are made rather than born. And while a real desire to lead is a prerequisite for leadership, the key skills you need to lead can be learned." Page 10
"The old idea of one person at the top issuing orders is on its way out. Leadership now is about creating the conditions for all to rise, and building the structures and cultures that empower any team member to lead when required. In today's dynamic world, we are all potential leaders." Page 10
"Leadership is a substantially different role from management. A leader is someone who creates a bold vision and inspires others to believe in it, while a manager seeks to put the vision into practice by steering the day-to-day actions and behaviours of her or his employees." Page 11
"You probably aspire to be called a leader rather than a manager but, despite their differences, the two roles remain intrinsically linked. Sound management requires some leadership skills, and great leaders are - or know what it takes to be good managers." Page 11
"When you move into a leadership role you won't and can't abandon managing altogether. To be credible as a leader, you need to acknowledge the past and what is currently happening, at the same time as focusing on the future." Page 11
"The job of a leader is to gift others a sense of purpose and self-worth." Page 12
"People respect leaders who embrace strong values and take responsibility for their own choices in life. To demonstrate this internal strength you need to be seen to be leading by example." Page 12
"When you embrace the values by which you live and apply them to your role as a leader, people will respect your sincerity and sense that you wish others to succeed." Page 14
"Leadership Styles: Commanding, Visionary, Affiliative, Democratic, Pacesetting and Coaching." Page 14-15 *Daniel Goleman
"Growing self-awareness means analyzing your thoughts and emotions, seeking as much feedback from others as possible, and developing keen listening skills." Page 15
"Using emotional intelligence:
RECOGNIZING EMOTIONS, REGULATING EMOTIONS, USING EMOTIONS, EMPATHIZING, NURTURING." Page 16
"The emotions that leaders experience affect the culture of an organization." Page 16
"EXPLAIN WHY:
"Why" needs to be explained in two ways: "Because of A..." (referring to a past/present reason) and "In order to do B..." (explaining possible future consequences)." Page 18
"People are motivated by a clear understanding of what they need to do to fulfil the vision, by when, how well, and why. These are key signposts on the journey to their professional development and to the achievement of the team's vision. Your job is to help everyone in your team to plan the route, and to review their progress." Page 18
"Your key tasks as leader are to inspire emotional attachment to the vision developed and to make success visible. This will help team members see that their individual work counts and doing their best really does lead to a better life fir all concerned." Page 19
"23% increase in performance may result from best management practice." Page 25
"You should set aside time with your team to brainstorm likely barriers to delivering on time. Reserve at least 10 per cent of overall project time for contingencies." Page 30
"Delegation is a critical leadership skill, and one that when done well - has great benefits for you and your team. It liberates your schedule, makes members of your team feel valued, and develops capabilities in people throughout the organization." Page 31
"Psychologists Daniel Goleman and Paul Ekman identify three facets of empathy:
• Cognitive empathy helps in understanding how a person feels and what they are thinking.
• Emotional empathy aids identification with another's feelings and deepens relationships.
• Empathic concern provides motivation to help others." Page 34
"Empathetic leadership creates workplaces that, in the words of Harvard Business School professor Amy Edmondson, are "psychologically safe". Her work has shown that organizations with higher psychological safety perform better on almost every metric, from innovation to revenue. The term covers four main areas:
• Willingness to help Encouraging people to collaborate, explore better solutions, and build new narratives, so everyone wins.
• Openness Making it safe for people to speak up with ideas or questions, without being ignored or put down.
• Risk/failure Viewing mistakes as a chance to learn, so people continue to express their ideas, nudge their comfort zones, and take on challenges.
• Inclusivity Allowing people to be their authentic selves and valuing them for it." Page 37
"Psychological safety is not about creating an anything goes environment. It's about minimizing anxiety and using empathy and respect, not fear, to motivate." Page 37
"Draft the competences with one eye always on their compatibility with the vision, values, and main strategic objectives and aims of the organization." Page 41
"Assessing Competencies:
1-STAGE OF DEVELOPMENT
2-NOT YET DEMONSTRATED
3-DEVELOPING
4-COMPETENT
5-ROLE MODEL/ COACH." 42
"85% of US professionals believe that feedback is important to their development." Page 44
"Feedback from your boss, your team members, peers, and customers is termed "360° feedback"; when segments are omitted (for example, feedback from customers and peers), the term is "180° feedback". Take time to prepare for a feedback session." Page 44
"Book a private room to ensure no interruptions. Always start positively, talk about the recipient's achievements: encourage them to talk about what has gone well. Avoid the tendency to focus more on mistakes they might have made than their strengths; make sure the positive feedback outweighs developmental points you bring up by at least 2:1." Page 44
"Change imposed too heavily invites resistance." Page 45
"The best questions often start with "What...?" because they make the fewest assumptions about the response." Page 46
"The best way to accelerate your own development and increase awareness of yourself and of others is through regular review and reflection. Put aside an hour every week for self- analysis and contemplation." Page 50
"The more you learn, the more you realize you still have to learn." Page 50
"When you make every meeting count, you create thousands of potential advocates for you, your team, your vision, and your organization." Page 55
"Focusing on the now:
Inspiring people is less about delivering impassioned speeches and having a forceful personality, and more about focus and consistency. Treat everyone you deal with as a valued customer. Place them at the centre of your universe for the duration of any interaction you have.
Give them your full attention whether you are speaking face-to-face or on the phone. Be dependable in your daily interactions: your consistency builds trust and peace of mind in your team members, freeing them to focus on their key tasks rather than worrying about you." Page 55
"Leaders set the agenda in three key areas - by determining the direction in which the organization will move, by shaping how the organization does business, and by setting the pace of change. Decisions you make in any of these three key areas should be based on objective criteria." Page 58
"Test your decision by assessing its strengths, weaknesses, opportunities, and threats (SWOT)." Page 58
"Aim for a sustainably fast pace at which your major initiatives will have started to produce measurable results within a year - even if the whole process is scheduled to take much longer." Page 62
"Plan in "quick wins" throughout the process of change - achievements that have high visibility but require little effort. Celebrate and publicize these successes, and drip-feed messages about how project milestones and results achieved so far are bringing the vision nearer to reality." Page 62
"96% of organizations are in some phase of transformation." Page 67
"Connected organizational plans:
-Strategic Business Plan.
-Marketing Plan.
-Operations Plan (Products and Services)
-Human Resources & Organisation Development Plan.
-Finance, IT Sourcing, and Research & Development Plans." Page 63
"Leading change requires a sense of balance between priorities and keen awareness of responses among all stakeholders." Page 64
"Balancing priorities:
A key leadership skill is keeping a good balance between short-term improvement and long-term innovation. If you are continuously improving at the margins while neglecting strategic innovation, it will lead to organizational myopia and the risk of missing out on the next big trend. Conversely, constant innovation at the core can become counterproductive because people will eventually feel worn out and unwilling to take on yet another new initiative." Page 64
"Maintaining stability:
The leader seeks to progress with both short- and long-term change while maintaining equilibrium. This can be a challenge: while most people will quickly accommodate small steps that visibly improve the way things are done, bold strategic innovation requires the leader to inspire people, sometimes for many years, before seeing a return. Before implementing change, discuss its implications with multiple small groups of stakeholders. People should feel free to ask questions and express their concerns. Help people to see what will remain the same - these things can provide an anchor of stability for those who dislike change." Page 64
"The group - to function as a team - must be energized, focused, and view success as a collective rather than individual aim. Your job as a leader is to create that transformation." Page 66
"Team Roles: Leader, Creative, Analyst, Facilitator, Administrator." Page 67
"When you build and manage your team successfully, group members will make one another accountable for achieving individual tasks, and begin to appreciate collective success." Page 68
"The signs of an energized team: Listening, Sharing, Getting Results, Showing Intrest, Building Trust, Giving Recognition, Taking Risks, Collaborating, Being trusting-honest-open, Giving Constructive Feedback, Supporting one another, Innovating, Showing Commitment." Page 68-69
"21% greater profitability is shown by highly engaged teams." Page 69
"Conflict arises when people stop listening and approach a situation from their own point of view." Page70
"Why conflict arises:
Causes: Reaching the limits of current capability - Becoming Disengaged - Getting Distracted - Losing Motivation." Page 71
"Ensure the aims you set are balanced; alongside financial targets, include goals in areas such as speed of response, product and service quality, customer and team satisfaction, and brand development. List the desired results in each of four key areas - customers, operations, people, and finance - so that no one objective takes assumed priority over another. Review results in each area monthly so that you can prove progress to yourself, your team, and your investors." Page 72
"140% more money is likely to be spent by customers who enjoy positive service experiences." Page 72
"Setting service-level agreements:
Clarify the results you expect from interactions between purchasers and providers or between departments in a service-level agreement. You can then present the obligations in a written format with minimum or maximum standards and timescales, or other measures of reliability
or availability, for example:
• Our obligations: to provide you with information within four hours of request, etc.
• Your obligations, to respond to service requests within four hours of phone call enquiry, etc." Page 72
"Take every opportunity to involve others and empower them to act on their ideas - your power grows as you give it away." Page 75
"So, the wider your network becomes, the more responsive you will be to any market changes." Page 76
"networking is a two-way process: the more you give to others, the more you gain." Page 76
"How to build an effective network:
• List all potentially useful contacts and ask your team to do the same.
• Include former workplaces and colleagues and personal contacts of family and friends.
• Review your list sector by sector to remind yourself of people. Find them on networking sites.
• Think creatively about what you can offer to help your network contacts in return.
• Keep in touch regularly and always follow-up on promises.
• Think creatively about what you can offer to help your network contacts in return." Page 76-77
"85% of all jobs are filled via networking." Page 77
" 35% of US workers are only given time to think creatively a few times a year" page 81
"A successful organization needs a ready supply of new leaders. Recruiting all future leaders from outside of your organization simply isn't cost effective: it takes a substantial amount of management time and money to find the right candidates and bring them up to speed. By contrast, leaders who are promoted from within your organization already have a good understanding of its culture and working methods. and will have been nurtured and trained by you to have exactly the suite of skills and knowledge required to take on their new role." Page 84
"Potential leaders thrive on added responsibility, and when they have a team to manage, they contribute at a higher level, working well with their peers, and showing a talent for developing team members." Page 87
" 94% of organizations plan to increase or maintain their current spend on leadership development." page 87
"Making Leadership transitions, State of leadership: (1- Self-awareness. 2- Other-Awarness. 3- Guidance. 4- Development. 5- Embodiment.)" Page 88-89
"Successful coaching creates an increased self-appreciation in your future leaders of their personal strengths, competences, approach, and actions." Page 90
"The hallmark of a skilled coach is knowing when to challenge and when to support the individual being coached. Successful coaches work to build self-awareness and release potential, by, for example, unblocking limiting or constricting beliefs or confronting unhelpful behaviours. They encourage the people they are coaching to reflect deeply, think strategically, release their instinctive creativity, and feel good about who they are." Page 90
"The benefits of coaching:
- New perspectives on business issues.
- Enhanced working relationships.
- Retention of key executives.
- Greater alignment of individual/corporate objectives." Page 91
"The emphasis has shifted from excelling in a particular corporate position to excelling in one vital project - leading your own life based on consistent principles." Page 92
January 4, 2022
Quick, easy read! I enjoyed the book from my e-reader.. As a new manager myself, I felt like I needed a guidance and this really helps! As a visual learner, the visual are great and helpful (color coded, arrows, diagrams, etc) and advices are knowledgeable. Recommending to anyone who are starting as a manager or anyone whom are in a costumer service background.
Displaying 1 - 2 of 2 reviews