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First-Time Leader: Foundational Tools for Inspiring and Enabling Your New Team

First-Time Leader: Foundational Tools for Inspiring and Enabling Your New Team

by Gillian Davis, George B. Bradt
Publisher: John Wiley & Sons
Release Date: February 2014
ISBN: 9781118858387
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Book Description

First-time leaders get motivational and planning tools from top executive coaching firms

The First-Time Leader provides basic frameworks, processes, and tools to help first-time leaders and their teams deliver better results faster. Leading is about inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose. Authors George Bradt, Managing Director of PrimeGenesis, and Gillian Davis, Managing Director of AlanKey, show how to achieve these results through the BRAVE acronym: Behaviors, Relationships, Attitudes, Values, Environment. Learn the three stages of team development, and get advice for specific leadership situations including onboarding yourself, onboarding others, and crisis management.

  • Offers a way of thinking about leadership and a structure for action to help first-time leaders lead at both overall conceptual and tactical levels

    • ;

  • Includes downloadable tools that are easily adaptable for each leader's specific context

  • Contains illustrative examples and stories from a range of experienced leaders and experts to help guide first-time leaders through things they may not have experienced themselves

    • The First-Time Leader shows new leaders what to do next, later, never, why, and how. It's an indispensible guide for stepping up and inspiring others to come together for success.

    Table of Contents

    1. Cover
    2. Contents
    3. Title
    4. Copyright
    5. Acknowledgments
    6. Part I: Getting Started
      1. Chapter 1: Overview: Congratulations! It’s Great to Be a Leader. You’ve Earned It. And Your New Job Is Going to Be a Wild Ride
        1. Part I: Getting Started
        2. Part II: Build Your BRAVE Leadership from the Outside In
        3. Part III: Leading Small, Medium, and Large Teams
      2. Chapter 2: Take Charge of Your New Team
        1. Moving into Your First Leadership Role from Outside
        2. Getting Promoted to Your First Leadership Role from Within
        3. Summary: Take Charge of Your New Team
      3. Chapter 3: The BRAVE Leadership Success Framework: Behaviors, Relationships, Attitude, Values, Environment
        1. Behaviors: How You Get Things Done through Other People
        2. Relationships: The Heart of Leadership
        3. Attitude: Make Crucial Choices around Your Team’s Strategy, Posture, and Culture
        4. Values: Align Yourself and Your Team with the Organization’s Mission, Vision, and Values—More or Less
        5. Environment: Get Clear on Your Mission and Fields of Action
        6. Building up the BRAVE Leadership Framework from the Outside In
    7. Part II: Build Your BRAVE Leadership from the Outside In
      1. Chapter 4: Environment: Get Clear on Your Mission and Fields of Action
        1. Understand Context
        2. Align around an Interpretation of the Situation Assessment
        3. Make Clear Choices around Where to Play and Where Not to Play
        4. Summary: Where to Play
      2. Chapter 5: Values: Align Yourself and Your Team with the Organization’s Mission, Vision, and Values—More or Less
        1. The Secret of Happiness
        2. Link between Happiness and Purpose
        3. Mission
        4. Vision
        5. Values
        6. Coherence
        7. Summary: What Matters
      3. Chapter 6: Attitude: Make Crucial Choices around Your Team’s Strategy, Posture, and Culture
        1. Strategy
        2. Posture
        3. Culture
        4. Summary: How to Win
      4. Chapter 7: Relationships: The Heart of Leadership
        1. Communication Frameworks
        2. How to Hire Great People
        3. Bringing New Hires into the Team
        4. Managing People Who Are Doing Well—and Not So Well
        5. Summary: How to Connect
      5. Chapter 8: Behaviors: How You Get Things Done through Other People
        1. Delegating, Innovating, and Negotiating
        2. Sales and Marketing
        3. Operating Processes
        4. BRAVE Crisis Management
        5. Summary: What Impact
    8. Part III: Leading Small, Medium, and Large Teams
      1. Chapter 9: With Teams of Less Than 10 People, Adopt a Start-Up Mind-Set
        1. Why the Way You Lead Today Is Going to Be Inadequate Tomorrow
        2. Solve a Problem Shared by Many
        3. Assemble a Team of Like-Minded Individuals with Diverse Strengths
        4. Lock in Values
        5. Summary: Start with Environment and Values
      2. Chapter 10: Lead Teams of 10 to 20 Like an Extended Family
        1. What Matters
        2. How to Win
        3. Managing the Evolution of Your Start-Up’s Corporate Culture
        4. Why Culture Matters Today
        5. The Building Blocks of the Vocus Culture
        6. Sustaining and Building Culture
        7. Team Expansion
        8. People Management and Operating Practices
        9. Feedback
        10. Summary: Evolve Attitude
      3. Chapter 11: If You’re Leading More Than 30 People, Hierarchy Is Your Friend
        1. Work on the Organization
        2. Enabling Practices
        3. Embedding Operational Practices
        4. Vision and Values
        5. Summary: Team Evolution
    9. References
    10. About the Authors
    11. Index