From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership

From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership

by Kevin Eikenberry, Guy Harris
Released February 2011
Publisher(s): Jossey-Bass
ISBN: 9780470891551

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Book description

Practical advice for making the shift to your first leadership position

The number of people who will become first-time supervisors will likely grow in the next 10 years, as Baby Boomers retire. Perhaps the most challenging leadership experience anyone will face isn't one at the top, but their first promotion to leadership. They must deal with the change and uncertainty that comes with a new job, requiring new skills, and they've been promoted from peer to leader. While the book addresses the needs of any manager, supervisor, or leader, it pulls from the best leadership and management thinking, and puts the focus on the difficulties that new leaders experience.

  • Includes practical information for new managers who must supervise friends and former peers

  • Authors are expert consultants who work with leaders at all levels

  • Shows how to adopt the mindset of a leader, including: communicating change, giving feedback, coaching employees, leading productive teams, and achieving goals

This much-needed book can help new leaders get beyond the stress and fear to focus on becoming the most effective leader they can be-starting right now.

Table of contents

  1. Copyright
  2. 1. A NOTE FROM THE AUTHORS
    1. 1.1. First Things First
  3. 2. A ROADMAP FOR THIS BOOK
    1. 2.1. Self-Assessment
    2. 2.2. Your Now Steps
  4. 3. NOW WHAT?
    1. 3.1. The Three Important Words
      1. 3.1.1. Boss
      2. 3.1.2. Remarkable
      3. 3.1.3. Leader
    2. 3.2. What Leadership Is
    3. 3.3. What Leadership Isn't
    4. 3.4. Five Keys to Your Successful Transition
      1. 3.4.1. Talk with Your Boss
      2. 3.4.2. Talk with Your Team
      3. 3.4.3. Talk to Yourself
      4. 3.4.4. Determine Your Strengths
      5. 3.4.5. Build a Plan
      6. 3.4.6. Your Now Steps
  5. 4. HOW TO GET THE MOST FROM THIS BOOK
    1. 4.1. Some Thoughts on How to Read This Book
      1. 4.1.1. Read with a Purpose
      2. 4.1.2. Read with a Pen
      3. 4.1.3. Read Through the Filter of Your Goals
      4. 4.1.4. Read to Translate
      5. 4.1.5. Transform Your Ideas into Action
    2. 4.2. The Reticular Activating System
      1. 4.2.1. The RAS in Action
      2. 4.2.2. Information Overload
      3. 4.2.3. Your Now Steps
  6. 1. SUCCEEDING IN YOUR TRANSITION TO LEADERSHIP
    1. 5. COMMON CONCERNS ABOUT THE TRANSITION TO LEADERSHIP
      1. 5.1.
        1. 5.1.1. Your Now Step
    2. 6. IMPROVING YOUR RESULTS BY UNDERSTANDING SOME CRITICAL COMPONENTS OF YOUR LEADERSHIP ROLE
      1. 6.1. Some Critical Components of Your Leadership Role
        1. 6.1.1. Your Now Steps
    3. 7. CONFRONTING IMPORTANT CHANGES YOU FACE AS A NEW LEADER
      1. 7.1. Role Changes
      2. 7.2. Relationship Changes
        1. 7.2.1. With Your Former Peers—The Team You Lead
        2. 7.2.2. With Your New Peers—Other Leaders
        3. 7.2.3. With Your Former Boss
        4. 7.2.4. With Your Leader
        5. 7.2.5. Your Now Steps
    4. 8. YOUR UNSEEN IMPACT AS A LEADER AND WHY YOU SHOULD UNDERSTAND IT
      1. 8.1.
        1. 8.1.1. Your Now Steps
    5. 9. WHY YOU MUST GIVE UP CONTROL TO GAIN INFLUENCE
      1. 9.1. Empowerment and Delegation
        1. 9.1.1. Your Now Steps
    6. 10. HOW TO USE THE POWER OF EXPECTATIONS FOR GREATER RESULTS
      1. 10.1. The Pygmalion Effect: Why Your Expectations of Others Matter
      2. 10.2. The Galatea Effect: Why People's Expectations of Themselves Matter
        1. 10.2.1. Your Now Steps
  7. 2. Change
    1. 11. BEFORE WE GO TOO FAR, OR THE NATURE OF CHANGE
      1. 11.1. Change Is Emotional
      2. 11.2. Change Is Situational
      3. 11.3. The Leadership Implications
        1. 11.3.1. Your Now Steps
    2. 12. IF CHANGE IS A CHOICE, HOW DO WE DECIDE?
      1. 12.1. Reasons People Give for Not Changing
      2. 12.2. The Four Categories: The Components of a Choice to Change
        1. 12.2.1. Satisfaction with the Status Quo
        2. 12.2.2. Vision for the Future
        3. 12.2.3. The First Steps (or the Plan)
        4. 12.2.4. The Costs and Risks Associated with the Change
      3. 12.3. Exploring the Four Components of Change
        1. 12.3.1. Satisfaction with the Status Quo
        2. 12.3.2. Vision for the Future
        3. 12.3.3. The First Steps (or the Plan)
        4. 12.3.4. The Costs and Risks Associated with the Change
        5. 12.3.5. Your Now Steps
    3. 13. HOW TO DIAGNOSE WHY PEOPLE WON'T CHANGE
      1. 13.1. Beyond Diagnosis
        1. 13.1.1. Your Now Steps
    4. 14. WHY ALL CHANGE ISN'T CREATED EQUAL, BUT THE PRINCIPLES STILL APPLY
      1. 14.1. Your Own Changes
      2. 14.2. Now, Those Special Cases
        1. 14.2.1. When the Change Is Thrust on You (or Your Team)
        2. 14.2.2. When the Change Is Unexpected
        3. 14.2.3. Your Now Steps
    5. 15. HOW TO COMMUNICATE CHANGE MOST EFFECTIVELY
      1. 15.1. "Sell" Individuals
      2. 15.2. Help People Take Ownership
      3. 15.3. Let People in on Your Process
      4. 15.4. Call It a Journey
      5. 15.5. Ask Questions
      6. 15.6. Sell Small—Build a New Status Quo
      7. 15.7. Ask Questions
      8. 15.8. Give It Words
      9. 15.9. Celebrate Progress
      10. 15.10. Take Responsibility
        1. 15.10.1. Your Now Steps
    6. 16. BUT WHAT ABOUT RESISTANCE?
      1. 16.1.
        1. 16.1.1. Your Now Steps
  8. 3. COMMUNICATION
    1. 17. WHY YOU NEED A COMMUNICATION MODEL
      1. 17.1.
        1. 17.1.1. Your Now Steps
    2. 18. USING THE DISC MODEL OF HUMAN BEHAVIOR TO UNDERSTAND PEOPLE
      1. 18.1. A Brief History
      2. 18.2. The Model Defined
      3. 18.3. Behavior Style Blends
        1. 18.3.1. Your Now Step
    3. 19. HOW YOU CAN CONNECT AND COMMUNICATE BETTER WITH PEOPLE
      1. 19.1. Connecting and Communicating with Different People
        1. 19.1.1. Your Now Steps
    4. 20. BEYOND BEHAVIOR—USING THE DISC MODEL TO UNDERSTAND WHAT MOTIVATES PEOPLE
      1. 20.1.
        1. 20.1.1. Your Now Steps
    5. 21. THE NUTS AND BOLTS OF COMMUNICATING WITH EACH STYLE
      1. 21.1.
        1. 21.1.1. Your Now Steps
    6. 22. HOW TO MAKE YOUR COMMUNICATION MORE POWERFUL, PERSUASIVE, AND MEMORABLE
      1. 22.1. Speak with People and Not to Them
      2. 22.2. Speak with People the Way That They Want to Be Spoken With
      3. 22.3. Demonstrate Unqualified Respect
      4. 22.4. Speak About What You Want Rather Than What You Don't Want
      5. 22.5. Use And More Than But
      6. 22.6. Tell Them, Give Them "What's in It for Them"
      7. 22.7. Engage Them in the Conversation by Listening to Their Responses
        1. 22.7.1. Your Now Steps
    7. 23. THE OTHER SIDE OF COMMUNICATION—BECOMING A BETTER LISTENER
      1. 23.1. Listen to Understand, Not to Respond
      2. 23.2. Be Quiet—Externally and Internally
      3. 23.3. Let Them Finish Their Thoughts
      4. 23.4. Stop All Other Activities
      5. 23.5. Look Like You Are Listening
      6. 23.6. Ask Questions to Ensure That You Understand
        1. 23.6.1. Your Now Steps
    8. 24. YOUR KICK START TO WINNING PRESENTATIONS
      1. 24.1. Use Purposeful Stories
      2. 24.2. Simplify Statistics and Data to Make Them Memorable
      3. 24.3. Show Less PowerPoint, More You
      4. 24.4. Make It Personal
      5. 24.5. Close Strong
      6. 24.6. Call to Action
        1. 24.6.1. Your Now Step
  9. 4. COACHING
    1. 25. COACHING—THE ABCS OF COACHING SUCCESS
      1. 25.1. A: Accountability
      2. 25.2. B: Belief
      3. 25.3. C: Conversation
        1. 25.3.1. Your Now Steps
    2. 26. FEEDBACK—THE HEART OF ALL COACHING
      1. 26.1. Three Sources of Feedback
        1. 26.1.1. Position or Power
        2. 26.1.2. Expertise
        3. 26.1.3. Relationship
      2. 26.2. Four Types of Feedback
        1. 26.2.1. Negative Feedback
        2. 26.2.2. Positive Feedback
        3. 26.2.3. Negative Feedforward
        4. 26.2.4. Positive Feedforward
        5. 26.2.5. Your Now Steps
    3. 27. HOW TO USE THE FOUR TYPES OF FEEDBACK
      1. 27.1. Not One, But All
      2. 27.2. A Caution About Negative Feedforward
      3. 27.3. Use (Much) More Positive
      4. 27.4. Arguments for and Against More Positive Feedback (and Feedforward)
        1. 27.4.1. Your Now Step
    4. 28. HOW TO GIVE FEEDBACK
      1. 28.1. Honest, Genuine, Sincere
      2. 28.2. Specific
      3. 28.3. Balanced and Complete
      4. 28.4. Constructive, Helpful
      5. 28.5. In Context
      6. 28.6. With Clear Intention
      7. 28.7. With Data
      8. 28.8. Focused on Behaviors
      9. 28.9. From the Accepted Perspective
      10. 28.10. Physical Environment
      11. 28.11. Timing
      12. 28.12. How to Receive Feedback
        1. 28.12.1. Your Now Step
    5. 29. PERFORMANCE EVALUATIONS IN THE REAL WORLD
      1. 29.1. Six Keys to Making Performance Reviews Work for You
        1. 29.1.1. Make It Ongoing
        2. 29.1.2. Avoid Surprises
        3. 29.1.3. Make It a Conversation
        4. 29.1.4. Create Ownership
        5. 29.1.5. Reduce Fear and Anxiety
        6. 29.1.6. See the Form as an Outcome, Not the Purpose
      2. 29.2. Some Final Notes
        1. 29.2.1. Your Now Steps
    6. 30. HOW DO YOU SHOW YOUR SUPPORT?
      1. 30.1. Ten Supportive Behaviors
        1. 30.1.1. Collaborate
        2. 30.1.2. Help, Assist
        3. 30.1.3. Empathize
        4. 30.1.4. Recognize Someone's Value
        5. 30.1.5. Recognize Their Goals and Interests
        6. 30.1.6. Listen
        7. 30.1.7. Give Positive Feedback and Feedforward
        8. 30.1.8. Be Encouraging
        9. 30.1.9. Create Positive Exchanges
        10. 30.1.10. Be Accountable
        11. 30.1.11. Your Now Steps
    7. 31. A PRACTICAL COACHING MODEL TO HELP YOU SUCCEED AS A COACH
      1. 31.1. About the Model
        1. 31.1.1. It Is Circular
        2. 31.1.2. The Outer Ring
      2. 31.2. About the Steps
        1. 31.2.1. Step 1: Identify Expectations
        2. 31.2.2. Step 2: Define Impact
        3. 31.2.3. Step 3: Plan for Success
        4. 31.2.4. Step 4: Gain Commitment
        5. 31.2.5. Step 5: Follow Up
        6. 31.2.6. Step 6: Don't Give Up
      3. 31.3. More on How to Use the Model
        1. 31.3.1. Planning for a Meeting
        2. 31.3.2. During a Meeting
        3. 31.3.3. As a Bigger Process
        4. 31.3.4. Your Now Steps
        5. 31.3.5. A Special Note
  10. 5. COLLABORATION
    1. 32. HOW YOU CAN APPLY THE SEVEN KEYS TO BETTER MEETINGS
      1. 32.1. The Seven Keys to Better Meetings
      2. 32.2. The Role of the Team Leader in Meetings
        1. 32.2.1. Provides the Vision
        2. 32.2.2. Acts as an Energy Model
        3. 32.2.3. Cares About People and Their Success
        4. 32.2.4. Makes the Call
        5. 32.2.5. Your Now Steps
    2. 33. UNDERSTANDING WHAT HAPPENS WHEN GROUPS BECOME TEAMS
      1. 33.1.
        1. 33.1.1. Your Now Steps
    3. 34. HOW TEAMS DEVELOP AND HOW YOU CAN HELP THEM
      1. 34.1. Forming: The Transition from Individual to Group
      2. 34.2. Storming: The First Signs of Conflict
      3. 34.3. Norming: The Cohesiveness Begins, and More Teamwork Starts Happening
      4. 34.4. Performing: The Goal!
        1. 34.4.1. Your Now Steps
    4. 35. HOW YOU CAN ACHIEVE GREATER TEAM SUCCESS
      1. 35.1.
        1. 35.1.1. Your Now Steps
    5. 36. SPEAKING OF CONFLICT (BECAUSE WE KNOW YOU'RE WONDERING ABOUT IT)
      1. 36.1. How Do We Define Conflict and Conflict Resolution?
    6. 37. COMMON CONFLICT QUESTIONS AND THEIR ANSWERS
      1. 37.1. Is Conflict Bad?
      2. 37.2. Why Does Conflict Happen?
      3. 37.3. Why Do Conflicts Escalate?
        1. 37.3.1. Your Now Steps
    7. 38. USING A PROCESS—THE FIVE DS OF WORKPLACE CONFLICT RESOLUTION
      1. 38.1. The Five Ds
        1. 38.1.1. Define the Conflict in Terms of Its Business Impact
        2. 38.1.2. Deliver an Invitation to Meet
        3. 38.1.3. Decide on a Mutually Agreeable Time and Place to Meet
        4. 38.1.4. Discuss the Problem to Seek a Resolution Plan
        5. 38.1.5. Document the Plan
        6. 38.1.6. Your Now Steps
    8. 39. THE SEVEN DEADLY SINS OF CONFLICT RESOLUTION AND HOW TO AVOID THEM
      1. 39.1. Talking About the Past
        1. 39.1.1. How to Avoid This Sin
      2. 39.2. Trying to "Fix" Emotions
        1. 39.2.1. How to Avoid This Sin
      3. 39.3. Trying to Rush the Resolution Conversation
        1. 39.3.1. How to Avoid This Sin
      4. 39.4. Blaming Others
        1. 39.4.1. How to Avoid This Sin
      5. 39.5. Trying to Justify Behaviors
        1. 39.5.1. How to Avoid This Sin
      6. 39.6. Refusing to Apologize
        1. 39.6.1. How to Avoid This Sin
      7. 39.7. Refusing to Forgive
        1. 39.7.1. How to Avoid This Sin
        2. 39.7.2. Your Now Steps
    9. 40. APPLYING ASSERTIVE COMMUNICATION TECHNIQUES
      1. 40.1. Some Rules of Assertive Communication
        1. 40.1.1. Your Now Steps
  11. 6. COMMITMENT TO SUCCESS
    1. 41. ARE GOALS REALLY THAT IMPORTANT?
      1. 41.1. Seven Reasons You Need Goals
        1. 41.1.1. Your Now Steps
    2. 42. GOAL SUCCESS STARTS WITH YOU
      1. 42.1. Seven Reasons People Don't Set Goals
        1. 42.1.1. Your Now Steps
    3. 43. BEYOND SMART—THE KEYS TO GOAL SETTING
      1. 43.1. Nine Keys to Better Goal Setting
        1. 43.1.1. Your Now Steps
    4. 44. HOW TO SET GOALS WITH OTHERS
      1. 44.1. Four Reasons to Set Team Goals Collaboratively
      2. 44.2. Creating Ownership of Goals
        1. 44.2.1. Have Them Speak First
        2. 44.2.2. Agree
        3. 44.2.3. Check Alignment
        4. 44.2.4. Build a Plan
        5. 44.2.5. Your Now Steps
    5. 45. WHAT IS THE RIGHT ATTITUDE TO SUPPORT GOAL ACHIEVEMENT?
      1. 45.1. Steps to Develop the Right Attitude
        1. 45.1.1. Your Now Step
    6. 46. MOVING FROM GOAL SETTING TO GOAL GETTING
      1. 46.1. Leadership Steps for Goal Achievement
        1. 46.1.1. Visualize
        2. 46.1.2. Flex
        3. 46.1.3. Implement Consistently
        4. 46.1.4. Provide Time
        5. 46.1.5. Schedule Time
        6. 46.1.6. Provide Resources
        7. 46.1.7. Make It a Priority
        8. 46.1.8. Your Now Steps
      2. 46.2. A Final Thought
  12. References
  13. ACKNOWLEDGMENTS
  14. ABOUT THE AUTHORS
  15. ADDITIONAL RESOURCES
    1. How We Can Help
      1. Keynote Speaking
      2. Training
      3. Consulting
      4. Coaching
    2. The Bud to Boss™ Workshop—Coming to a City Near You!
    3. Special Offer for Readers of From Bud to Boss!
    4. The Remarkable Leadership Learning System

Product information

  • Title: From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership
  • Author(s): Kevin Eikenberry, Guy Harris
  • Release date: February 2011
  • Publisher(s): Jossey-Bass
  • ISBN: 9780470891551