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.
Table of Contents
- More Praise for Leadership Conversations
- Title page
- Copyright page
- Preface: Are You Having Leadership Conversations?
PART 1 THE HIGH-POTENTIAL CHALLENGES
- CHAPTER 1 Do You Really Want to Be a Leader?
- CHAPTER 2 What Blend of Management and Leadership Mindsets Is Best?
- CHAPTER 3 Have You Had Leadership Conversations Today?
- CHAPTER 4 Where Do You Stand on the Leadership Ladder?
PART 2 CONVERSATIONS TO BUILD RELATIONSHIPS
- CHAPTER 5 Learn the New Rules
- CHAPTER 6 Your Relationships Define You
- CHAPTER 7 Know Your Strengths and Their Shadows
- CHAPTER 8 People Aren’t Machines
- CHAPTER 9 Don’t Let Them Assume They Know What You’re Thinking
- CHAPTER 10 Embrace Differences
PART 3 CONVERSATIONS TO DEVELOP OTHERS
- CHAPTER 11 The Battle for Talent
- CHAPTER 12 The Challenge of Leading Other High Potentials
CHAPTER 13 Conversations You Must Have
- Baseline Conversations to Set Expectations
- Baseline Conversations about Performance Standards
- Baseline Conversations about Relationships
- Baseline Conversations about Priorities
- Feedback Conversations about Achieving Goals
- Feedback Conversations When Roles Get Turned Upside Down
- Feedback Conversations about Underperformance
- Feedback Conversations about Timeliness
- Feedback Conversations with Your Boss
- When Routine Conversations Do Not Work
- CHAPTER 14 What Gets in Your People’s Way?
- CHAPTER 15 Recognition—Making It All Worthwhile
PART 4 CONVERSATIONS TO MAKE DECISIONS
- CHAPTER 16 Develop Your Judgment Gene
- CHAPTER 17 What You Know Is Irrelevant
- CHAPTER 18 Be Curious—Ask Great Questions
- CHAPTER 19 If You Can’t Change, Retire
PART 5 CONVERSATIONS TO TAKE ACTION
- CHAPTER 20 Moving Smoothly into Action
- CHAPTER 21 Planning Successful Actions
- CHAPTER 22 When Things Change
- CHAPTER 23 Lessons from Success and Failure
- CHAPTER 24 Inspiring People in Turbulent Times
PART 6 YOUR LEADERSHIP CONVERSATIONS
- CHAPTER 25 Conversations at the Top
- CHAPTER 26 Conversations for Executive Leaders
- CHAPTER 27 Conversations for Managers of Managers
- CHAPTER 28 Conversations for First-Line Managers
- CHAPTER 29 Your Personal Action Plan
- About the Authors
- Title: Leadership Conversations: Challenging High Potential Managers to Become Great Leaders
- Release date: February 2013
- Publisher(s): Jossey-Bass
- ISBN: 9781118551868