book

Leadership Conversations: Challenging High Potential Managers to Become Great Leaders

by Alan S. Berson, Richard G. Stieglitz

February 2013

Beginner to intermediate

320 pages

7h 5m

English

Jossey-Bass

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High Potentials Don’t Know What They Don’t KnowThe Challenge of Moving UpLeadership Conversations—The BookMy Leadership Conversations—The Website
How Great Leaders Treat OthersGreat Leaders Communicate EffectivelyGreat Leaders Grow Their PeopleWhat Great Leaders BelieveSame Playing Field but a Whole New Game—TwiceIt’s Never Too Late
Conversations Make the DifferenceEffective Conversations Create AlignmentYour Generation Influences Your MindsetHarnessing Generational Mindset Differences
A Virtuous Cycle of Leadership ConversationsThree Perspectives in Leadership ConversationsBlending Two Mindsets, Four Types of Conversation, and Three PerspectivesStandards for Leadership Conversations

Knowing the Leadership RulesThe Common Thread
Essential Relationship-Building SkillsMultimedia RelationshipsThe Increasing Importance of RelationshipsNot Having a Relationship Can Be Costly
Each Strength Has a Companion ShadowGetting Started on the Right FootDeveloping Unconscious Competence in RelationshipsRecognizing the ShadowsFocus on Strengths
People Have FeelingsThe Legends in Your OrganizationThe Elements of CultureChanging Relationships Changes the Culture
You Are Always under a MicroscopeListeningTransparencyAuthenticityHaving the Right Conversations
Open Your MindEncourage Diversity and InclusionMake Diversity Work
Build Versus BuyStart with the Right PeopleYour Responsibility to Develop OthersHow Deep Should Succession Planning Go?
Assessing PotentialDeveloping Leadership Skills in High PotentialsDemand More from Your High PotentialsDon’t Miss the Signs of TroubleDelivering FeedbackThree-Phase Process for Giving Effective FeedbackBuilding a Feedback Culture
Baseline Conversations to Set ExpectationsBaseline Conversations about Performance StandardsBaseline Conversations about RelationshipsBaseline Conversations about PrioritiesFeedback Conversations about Achieving GoalsFeedback Conversations When Roles Get Turned Upside DownFeedback Conversations about UnderperformanceFeedback Conversations about TimelinessFeedback Conversations with Your BossWhen Routine Conversations Do Not Work
Are You an Obstacle?Removing Obstacles That Get in Your People’s WayYour Role as a LeaderCoaching Managers
Multimedia RecognitionRecognition Is Inexpensive—Lack of Recognition Can Be CostlyRecognize Behaviors as Well as ResultsCelebrate Even Small SuccessesCelebrate People
Five Realms of JudgmentJudgment Is a Process, Not an EventKeystone JudgmentsHow Decisions Are MadeProblem Solving Versus Decision MakingMake Decisions DecisivelyGrowing the Judgment Gene in High Potentials
Engaging Your Team’s KnowledgeBenefits of a Learning OrganizationGroup Decision MakingHow Much Consensus Do You Really Have?Finding the Third AlternativeWhat If a Third Alternative Does Not Exist?Promoting TeamworkIt’s Not About Winning
Curiosity Pushes the BoundariesCuriosity Creates OpportunitiesFocus on OpportunitiesEven Great Leaders Don’t Have All the AnswersManagers Answer Questions—Leaders Ask ThemQuestions Go Both Ways
Staying Ahead of ChangeWhat is Driving Change?To Change or Not to ChangeWorking with Different Change Styles
What Motivates Leaders?Action or Inaction—It’s a ChoiceThe Context for ActionAn All-Star Team Isn’t EnoughThe Plan-Results Gap
Planning Is an Essential ConversationGuiding People to Deliver ValueIn Theory, Goals are Fixed—In Reality, They EvolveTell Everyone What the Plan SaysMaking Midcourse Corrections
Change Is the Natural OrderLeadership: The Essence of ChangeForced Change Doesn’t WorkConversations About Specific ActionsDon’t Assume—Discover
The Comfort Zone Versus the Learning ZoneConversations About Success and FailureAfter-Action Reviews in the Commercial SectorLet Go of Perfection
The Meaning of SilenceRequesting Action Versus Demanding ActionPutting Leadership Influence Into ActionWhen Your Team Is Effective, You Become PromotableLeading in Stressful Times
The CXO Leader’s RoleConversations by CXO Leaders with Their BossConversations by CXO Leaders with Their PeersConversations by CXO Leaders with Their High Potentials
The Executive Leader’s RoleConversations by Executive Leaders with Their BossConversations by Executive Leaders with Their PeersConversations by Executive Leaders with Their High Potentials
The Manager of Manager’s RoleConversations by Managers of Managers with Their BossConversations by Managers of Managers with Their PeersConversations by Managers of Managers with Their High Potentials
The First-Line Manager’s RoleConversations by First-Line Managers with Their BossConversations by First-Line Managers with Their PeersConversations by First-Line Managers with Their High Potentials
Guide to Taking the Leadership AssessmentWhat Comes Next?Leadership Coaches and Survey Instruments

Content preview from Leadership Conversations: Challenging High Potential Managers to Become Great Leaders

CHAPTER 20

Moving Smoothly into Action

Even if you’re on the right track, you’ll get run over if you just sit there.

—WILL ROGERS

Leaders take decisive and effective action themselves, and cultivate that ability in their people.

Bruce, the CEO of a government services firm, tendered his resignation when a charge (which was later dropped) was leveled against his $800 million company by a federal agency. This intense crisis could have forced the company into bankruptcy within weeks, and employees easily could have blamed Bruce. He chose to settle the matter by offering his resignation in order to save the company. Many companies turn on their CEOs amid scandal. However, because of the atmosphere of teamwork Bruce created and the results they had produced ...

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The Art of Executive Coaching: Secrets to Unlock Leadership Performance

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Leadership Conversations: Challenging High Potential Managers to Become Great Leaders

by Alan S. Berson, Richard G. Stieglitz

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.