Expert Help for the Special Challenges of Managing Other Leaders
Whether you were born a leader or have had leadership thrust upon you, you’re in for a whole new set of challenges when managing other leaders. Think of the qualities that have brought you to a leadership role: your vision, confidence, and charisma, or perhaps your experience, unique skills, expertise, or network of powerful allies. Now remind yourself that other leaders share some or all of these qualities with you.
The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources -- and strong opinions. How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised?
Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders. The seven tasks and the special challenges they entail in leading leaders are:
1. Direction How do you negotiate a vision for the organization that other leaders will buy into?
2. Integration How do you make stars a team?
3. Mediation How do you resolve conflicts over turf and power among other leaders so the organization can move forward?
4. Education How do you educate people who think they are already educated?
5. Motivation How do you move other leaders who already seem “to have everything” to do the right thing for the organization?
6. Representation How do you lead your organization’s outside constituents while still leading leaders inside?
7. Trust Creation How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on?
Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.
Table of contents
- Half title
- Chapter 1. Leaders as Followers
- Chapter 2. Leading One-on-One
- Chapter 3. The Art of Strategic Leadership Conversation
- Chapter 4. The Seven Daily Tasks of Leadership
- Chapter 5. Task No. 1: Direction—Negotiating the Vision
- Chapter 6. Task No. 2: Integration—Making Stars a Team
- Chapter 7. Task No. 3: Mediation—Settling Leadership Conflicts
Chapter 8. Task No. 4: Education—Teaching the Educated
- Leaders as Managers of the Learning Process
- Diagnosing the Learning Problem
- Know Your Students, but Don’t Treat Them Like Students
- Use the Existing Frameworks and Terminology
- One-on-One Education
- Advice and Consent, Not Command and Control
- Framing the Problem
- Never Give a Solo Performance
- Conclusion: Rules for Educating the Educated
- Chapter 9. Task No. 5: Motivation—Moving Other Leaders
- Chapter 10. Task No. 6: Representation—Leading Outside the Organization
- Chapter 11. Task No. 7: Trust Creation—Capitalizing Your Leadership
- Further Reading on Leadership
- About the Author
- Title: Leading Leaders
- Release date: November 2005
- Publisher(s): AMACOM
- ISBN: 9780814429006
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