1.5 - About University

More documents

Recommendations

Info

9TOOLS FOR LEADINGAND INFLUENCING OTHERSInfluence is at the heart of modern management practice. Asone participant remarked in a leadership workshop, “The politicalleaders we remember as most successful are those who weregreat influencers and persuaders. Those we remember withmixed feelings (or worse) are those who had to resort to powerand authority.”The tools in this chapter range from matching a leadershipstyle with the situation, through delegation, to selling your goodideas, to the many facets of power.263
Page 4:
Copyright © 2001 by McGraw-Hill. A
Page 14:
➠ 8.4 Levels of Communicating: De
Page 18:
➠ 13.9 Human Capital: Truly the M
Page 22:
1.10 The GAS model: Designing pract
Page 26:
S ECTION 5—TOOLS FOR L EADING C H
Page 30:
7.8 Affinity diagrams: Organizing m
Page 34:
10.9 Making information visible 323
Page 38:
13.8 Job Competencies: Measuring an
Page 42:
HOW TO USE AND BENEFITFROM THIS BOO
Page 46:
locate and use the exact tool for y
Page 50:
If your need is:Look for these reso
Page 54:
The Leadership GurusJohnson, BarryJ
Page 58:
ACKNOWLEDGMENTSA book is never the
Page 62:
1.1L EADERSHIP IN THE T WENTY-FIRST
Page 66:
Information[☛ 2.2 7S Model]Leader
Page 70:
H OW TO USE THIS LEADERSHIP TOOL“
Page 74:
1.3H OW E FFECTIVE L EADERS A CT: A
Page 78:
F OUR STEPS TO IMPROVING YOUR LEADE
Page 82:
Challenge and support,but don’t p
Page 86:
R ELATED LEADERSHIP TOOLS1.5 Seven
Page 90:
Fosterinterdependence.(Think win-wi
Page 94:
1.6 L EADERSHIP: THE B OARDS OF P L
Page 98:
2. Are you satisfied with leadershi
Page 102:
Leadership starts at the top, be th
Page 106:
4. Follow through by holding leader
Page 110:
R ECURSIVE M AXIM #1The best way to
Page 114:
WEB WORKSHEETTake a few minutes to
Page 118:
Work designWhat challenged theparad
Page 122:
R ELATED LEADERSHIP TOOLS1.1 Twenty
Page 126:
development paths of all positions
Page 130:
1.11I NTEGRITY: GUT-LEVEL E THICSCo
Page 134:
What actions will you take to begin
Page 138:
2.1 I NTRODUCTION TO S YSTEMST HINK
Page 142:
Page 146:
4. As above, examine the subsystems
Page 150:
This graphical illustration of a mi
Page 154:
2.3 D IRECTIONAL S TATEMENTS:T HREE
Page 158:
➌➍Next, have the group come tog
Page 162:
H OW DOES A VISION STATEMENT FIT WI
Page 166:
R ELATED LEADERSHIP TOOLS1.10 The G
Page 170:
Step ➌Communicatingand modelingva
Page 174:
The values you currently practiceTo
Page 178:
N ESTEDPURPOSESA specific purpose k
Page 182:
2.7 W RITING C LEAR G OAL S TATEMEN
Page 186:
GoalKeyActionItemsGoal #2IntentGoal
Page 190:
Internal Process MeasuresEmployee a
Page 194:
3TOOLS FOR STRATEGICTHINKINGWith th
Page 198:
Michael Traceyand FredWiersmaJames
Page 202:
Mintzberg, Henry. The Rise and Fall
Page 206:
their product or service no longer
Page 210:
3.3 SWOT: STRENGTHS, WEAKNESSES,O P
Page 214:
strategy clarification. Having said
Page 218:
Designing the Value ConstellationTh
Page 222:
3.5 S TRATEGIC R ESOURCING: DEFININ
Page 226:
High Value-Added or Business Necess
Page 230:
3.6S TRATEGIC R ELATIONSHIPS: ANALY
Page 234:
I NCREASING V ALUE-ADDED W ORKNeces
Page 238:
AppropriateorganizationalcultureApp
Page 242:
3.8P ARTNERING FOR S UCCESS: JOINT
Page 246:
StrategicYour proposeddimension Key
Page 250:
3.9M ARKETING A P ROFESSIONAL S ERV
Page 254:
G ETTING THE PROCESS STARTEDAs a wa
Page 258:
4TOOLS FOR DESIGNINGPRODUCTIVE PROC
Page 262:
A N ORGANIZATIONAL DESIGN MODELAll
Page 266:
WEB WORKSHEETWho You ServeThe Exter
Page 270:
Mid-level leaderFrontline leaderSen
Page 274:
4.3 B USINESS P ROCESS R EENGINEERI
Page 278:
❑❑❑❑Form a steeringcommitte
Page 282:
4.4 E MPLOYEE I NVOLVEMENT:A RANGE
Page 286:
The guideline What to look for Rema
Page 290:
1. What is the probable level of in
Page 294:
➠➠➠➠thrive; inappropriate a
Page 298:
Need to Start Need to Stop Need to
Page 302:
In Jack Stack’s Springfield Reman
Page 306:
WEB WORKSHEETLeadershipAction plans
Page 310:
4.7J OB S ATISFACTION: INVOLVING W
Page 314:
5. Meaningful work• Your work has
Page 318:
3. Clarify limitations on the CEO
Page 322:
4.9U SING P ROFESSIONAL E XPERTISE:
Page 326:
❑ What concerns do you each have
Page 330:
Act on survey results and changes p
Page 334:
Questionnaire designWhat elements o
Page 338:
5.1L EADING C HANGE: A CHANGE E QUA
Page 342:
5.2 L EADING M A JOR C HANGE IN Y O
Page 346:
R ELATED LEADERSHIP TOOLS5.1 Change
Page 350:
➢➢➢If the Readiness Index is
Page 354:
Page 358:
5.5C HANGE W INDOW: A BALANCED A PP
Page 362:
1. On balance, quadrants ➊ and
Page 366:
Past experience in your organizatio
Page 370:
5.7S T AKEHOLDER G ROUPS: UNDERSTAN
Page 374:
Page 378:
5.8H UMAN T RANSITIONS: HELPING P E
Page 382:
Endings Turmoil period New beginnin
Page 386:
1. Initially, treat the other peopl
Page 390:
5.10 A PPRECIATIVE I NQUIRY:B UILDI
Page 394:
• Explore the strengths and past
Page 398:
6.1 T HE BS DETECTOR K IT:R ECOGNIZ
Page 402:
❑❑❑If there’s a chain of ar
Page 406:
A SSUMPTIONCertainMATRIXTriviaImpor
Page 410:
6.3 S ORTING O UT C OMPLEX S ITUATI
Page 414:
WEB WORKSHEETBrainstorm and list th
Page 418:
D ANGER!—CAVEATIn cases in which
Page 422:
R ELATED LEADERSHIP TOOLS6.3 Comple
Page 426:
H INTS• This tool is easy to use
Page 430:
6.6O PTIMIZING Y OUR T HINKING—A
Page 434:
Green(creative, newideas)[☛ 6.7 C
Page 438:
Using MetaphorsBlue-Skying/No Const
Page 442:
How skilled are you as a changelead
Page 446:
P ARTIAL EXAMPLE: LEADERSHIP DEVELO
Page 450:
6.9B RAINSTORMING: GENERATING I DEA
Page 454:
• Ask people to post their ideas
Page 458:
7.1R EFRAMING: WORKING THE R EAL P
Page 462:
Page 466:
7.2 A GENERAL P ROBLEM-S OLVINGM OD
Page 470:
❑❑Integrate with the workgroup
Page 474:
Step ➌ Every problem leaves a dis
Page 478:
WEB WORKSHEETF INDING C AUSE W ORKS
Page 482:
7.4 P OLARITIES: DEALING WITHI NTRA
Page 486:
P OLARITY M AP W ORKSHEETPole 1: Po
Page 490:
➎ Assess the risks and the limita
Page 494:
Assess risks and limitations for ea
Page 498:
➍AssessRisk✔ For each potential
Page 502:
R ELATED LEADERSHIP TOOLS6.2 Assump
Page 506:
The QualityTool What it is and what
Page 510:
✔✔✔✔✔Leaders need to be a
Page 514:
P ROCESSSTEPSStep❶ Materials❷ D
Page 518:
WEB WORKSHEETNow think of situation
Page 522:
8.1P OWERFUL L EADERSHIP C ONVERSAT
Page 526:
2. Information(gleaned from data)3.
Page 530:
8.2 D IRECT L EADER- TO-EMPLOYEEC O
Page 536: 8.3 T HE L EADER’ S R OLE INO RGA
Page 540: WEB WORKSHEETUse the template provi
Page 544: Dialogue is about thinking together
Page 548: 8.5M ETACOMMUNICATING: TALKING ABOU
Page 554: 8.6C OMMUNICATION 101: DEALING E FF
Page 558: WEB WORKSHEETList strengths that yo
Page 562: can speak, use the extra processing
Page 566: 8.8 L ISTENING T ECHNIQUES: TACTICS
Page 570: R ELATED LEADERSHIP TOOLS8.1 Conver
Page 574: • Getting down to workimmediately
Page 578: 8.10M EDIA R ELATIONS FOR L EADERSC
Page 582: The media tends to be thought of as
Page 588: W HEN TO USENondirective• when a
Page 592: 9.2 M ATCHING Y OUR L EADERSHIP S T
Page 596: H OW TO USE THIS LEADERSHIP TOOL“
Page 600: 9.3L EADERSHIP S TRATEGIES FOR D EL
Page 604: ❑❑❑Delegate according to the
Page 608: influencing those areas that provid
Page 612: 9.5 P RINCIPLED N EGOTIATION:C REAT
Page 616: WEB WORKSHEET1. SEPARATE THE PEOPLE
Page 620: 9.6 M AKING G REAT P RESENTATIONSIn
Page 624: The Body—The FrameworkMain Point
Page 628: ❻many presenters don’t allow pe
Page 632: 9.8 S ELLING L ARGE P ROJECTS:A MUC
Page 636:
Type of question What they are Comm
Page 640:
9.9 P OWER: A FUNDAMENTAL E LEMENTO
Page 644:
Source of PowerConnection-based ora
Page 648:
Type of SupportChallengersFamily an
Page 652:
10TOOLS FOR LEADING TEAMSAND GROUPS
Page 656:
High-PerformingTeamHow work gets do
Page 660:
10.2 I MPROVING T EAM IQContributed
Page 664:
2. Signs of high Team IQ: Identify
Page 668:
10.3 T EAM C OMPETENCIES:T HINKING,
Page 672:
R ELATED LEADERSHIP TOOLS1.7 Result
Page 676:
Page 680:
10.5 D EALING WITH D ISTURBANCESIN
Page 684:
WEB WORKSHEETUse the workspace prov
Page 688:
1 2 3 4 5 I can deal with typical d
Page 692:
10.7 G ETTING P ARTICIPATIONInspire
Page 696:
WEB WORKSHEETThink about specific s
Page 700:
A FIVE- STEP PROCESS FOR ESTABLISHI
Page 704:
10.9 M AKING I NFORMATION V ISIBLEI
Page 708:
❑Sorting out complex situations
Page 712:
T IPS FOR HELPING GROUPS REACH CLOS
Page 716:
10.11 P RIORITY S ETTINGIN A W ORKG
Page 720:
WEB WORKSHEETThink of situations in
Page 724:
An alternative is to list the key p
Page 728:
11TOOLS FOR LEADINGMEETINGSThe most
Page 732:
H OW TO USE THIS TOOL“…If leade
Page 736:
11.2M EETINGS: PURPOSE AND F UNCTIO
Page 740:
What key functions are served by ou
Page 744:
❑ Quickly refine the purpose, goa
Page 748:
5. Following up on action plans dev
Page 752:
11.4 M EETING R OLESInspired by Ric
Page 756:
TimekeeperProcess Advisor (meeting
Page 760:
Keeping the meeting on track:❑ Ge
Page 764:
11.6 T HE M EETING A GENDA:W HY, WH
Page 768:
Person Time Measurable/observableAg
Page 772:
➍Agree onthe Agenda➟❑❑❑Di
Page 776:
11.8 T HE M EETING M INUTES:W HY, W
Page 780:
Agenda item Meeting decision and/or
Page 784:
12.1 T HE R ELATIONSHIP B ANK:M AIN
Page 788:
3.4.5.Copyright McGraw-Hill 2000. O
Page 792:
Trusting otherspredisposes them tot
Page 796:
12.3T RIANGULATION: THE S UREST W A
Page 800:
Note a couple of ways you can you h
Page 804:
Page 808:
12.5 P REPARING Y OURSELF TOG IVE N
Page 812:
2. What specifically do you want th
Page 816:
➍ConfrontConsequences➟➎Conclu
Page 820:
12.7 C ONFLICT: FIVE L EVELS FORD E
Page 824:
WEB WORKSHEETBest resolutionConflic
Page 828:
the gang. Challenge Insecure Aggres
Page 832:
12.9T HE E SSENTIALS OF C USTOMER S
Page 836:
Current description(as of date: ___
Page 840:
13.1 C OACHING AND S UPPORTINGTHE S
Page 844:
➋Assessing andbenchmarking➌Esta
Page 848:
13.2 C OACHING H IGH-PERFORMERS:A N
Page 852:
paths to success, solidify old skil
Page 856:
13.3A CCOUNTABILITY A GREEMENTS: DE
Page 860:
AccountabilitiesI am personally acc
Page 864:
➋➌➍➎Key Result Areas (KRAs)
Page 868:
➎ Action PlansCopyright McGraw-Hi
Page 872:
NotImportantActivities➌Activities
Page 876:
13.6A TTRIBUTION T HEORY: ASSESSING
Page 880:
The attributions others might make
Page 884:
✔✔✔✔✔✔required for high
Page 888:
13.8J OB C OMPETENCIES: MEASURING A
Page 892:
WEB WORKSHEETJob: _________________
Page 896:
ience, education, and training.”
Page 900:
13.10 T HE F OUR S TAGES® M ODEL:U
Page 904:
4. What barriers does this person n
Page 908:
Expertise Key relationship Typical
Page 912:
14TOOLS FOR LEARNINGChange is takin
Page 916:
ScarcityAbundanceAppropriate UsesSc
Page 920:
14.2S INGLE-LOOP AND D OUBLE-LOOP L
Page 924:
List one or two key reasons why you
Page 928:
Level ofvaluationA. PreparationB. T
Page 932:
Improve your own leadership practic
Page 936:
Page 940:
14.5T EACHING A J OB: AN E S SENTIA
Page 944:
Major learning steps Bite-size lear
Page 948:
What are the practical implications
Page 952:
14.7P ERSONAL P REFERENCES: CAPITAL
Page 956:
LeaderDirectreportIssues that might
Page 960:
15.1B ALANCE: TAKE C ARE OF Y OURSE
Page 964:
3. Nurturing my close relationships
Page 968:
15.2 LEQ: THE L EADERSHIPE MOTIONAL
Page 972:
Emotional competency My assessment
Page 976:
15.3T HE J OHARI W INDOW: WHAT Y OU
Page 980:
Things TheyDon’t KnowThings I kno
Page 984:
In the example here, Lee is a Sr. V
Page 988:
Use these questions to assess your
Page 992:
15.5H ABITS: THE G OOD AND B AD N E
Page 996:
FeelingBuild on the positive: What
Page 1000:
Page 1004:
S TRESS HAS BOTH FINANCIAL AND HUMA
Page 1008:
R ELATED LEADERSHIP TOOLS4.7 Job Sa
Page 1012:
Contingency leadership model, 267-2
Page 1016:
Quality, tools for ensuring, 199-23
show all

1.5 - About University

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?