Leaders Ought to Know: 11 Ground Rules for Common Sense Leadership

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Overview

Too many organizations hold the common, shortsighted assumptionthat promoting an employee into a leadership position will, byosmosis, result in this person becoming a competent leader. Peoplefail to define what is expected of their organizational leaders,and then claim to be surprised when these newly tapped leadersdon't deliver. However, there are some things every leader ought toknow before they take the reins, and fortunately, these keyleadership principles can be learned.

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Overview

Too many organizations hold the common, shortsighted assumptionthat promoting an employee into a leadership position will, byosmosis, result in this person becoming a competent leader. Peoplefail to define what is expected of their organizational leaders,and then claim to be surprised when these newly tapped leadersdon't deliver. However, there are some things every leader ought toknow before they take the reins, and fortunately, these keyleadership principles can be learned.

From Phillip Van Hooser, leadership development advisor tohundreds of top U.S. companies, Leaders Ought to Knowteaches all leaders—newly promoted, mid-level, orexecutives—eleven common sense, universal ground rules that"leaders ought to know" if they intend to lead with purpose,confidence, and effectiveness. By examining real-world examples ofthe dos and don'ts of leadership, executives and managers will gainpractical strategies to transform the way they lead theiremployees. This comprehensive leadership development guide explainsproven leadership concepts, including how to earn an employee'srespect, the critical importance of truth-telling, a practicalstrategy for making impactful decisions, and ultimately how to betaken seriously as a leader. Learn how to do more of the rightthings, while avoiding the common leadership mistakes that trip upso many.

Instill in yourself, and your managers and executives, theprinciples of great leadership, including how to:

  • Take responsibility for your choice to lead
  • Know your followers' expectations of you and how to exceedthose expectations
  • Discover the wants and needs that motivate your followers
  • Gain respect by exhibiting consistent behaviors, qualitydecision-making, and a willingness to interact with others
  • Communicate difficult truths in an appropriate manner
  • And much more practical, timely information for leaders!

Growth-oriented businesses require leaders who generate profitswhile improving employee performance and retention. Make sure youbuild a sustainable leadership approach to ensure success for yourindividual leaders—and your organization.

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Product Details

  • ISBN-13: 9781118529263
  • Publisher: Wiley
  • Publication date: 4/22/2013
  • Edition number: 1
  • Pages: 288
  • Sales rank: 344,353
  • Product dimensions: 5.70 (w) x 8.60 (h) x 1.30 (d)

Meet the Author

Phillip Van Hooser is the founder of the Leaders Oughtto Know® leadership development program. Hisclients include Westar Energy, Alliance Coal, Reebok, Blue BellCreameries, Eli Lilly and Company, Lockheed Martin, KPMG, Verizon,Wells Fargo, and Helena Chemical. A former president of theNational Speakers Association, Phil has earned the CertifiedSpeaking Professional designation and is a member of the SpeakerHall of Fame.

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Table of Contents

Acknowledgments xi

Introduction 1

Can You Keep a Secret? 1

This Is a No Secret Zone 5

Ground Rules 7

1 Choosing to Lead 11

Born Leaders—The Myth 11

Your Most Important Professional Decision 14

If Japan Can, Why Can’t We? 17

Congratulations, You’ve Been Promoted! Now What? 21

The Doctor Is in, and the Patient Is Waiting 23

Accepting the Challenge 27

2 Offer Service, Take Action 31

Management 101 31

The Four Management Functions 32

The Four Resources to Be Managed 33

If Not People, Who Then? 34

The Six Management Objectives 36

“What Do You Think?” 37

Mario and Luigi 40

Commonsense Leadership 44

The Ability to Offer Service 45

The Willingness to Take Action 47

3 The Essential Element 51

The Essential Element 51

Leadership Begins and Ends with Followers 53

Three Primary Assumptions 55

The Leadership Lie 60

How Close Is Too Close? 62

Know Your Followers 64

Who Are You? 66

Yes, and Then Some 69

4 A Recipe for Respect 73

WWYFS 73

Respect Is as Respect Does 76

The Recipe for Earning Respect 78

Respect Ingredient #1: Consistency 79

The Wisest Man in Princeton, Kentucky 81

Respect Ingredient #2: Quality Decision Making 84

“Honey, How Far?” 84

Respect Ingredient #3: Interacting with Others 87

Wrapping It Up 90

5 Honesty and Other Truths 91

The Truth about Honesty 91

The Scheduler’s Position 92

Leadership Failures 97

The Honesty Game 99

Game Contestants 99

Objectives of the Game 100

Rules of the Game 100

Losing the Game 102

Winning the Game 102

Time Frame of the Game 103

The Zipper Factor 103

Brutal Honesty 108

6 Two Motivational Truths 111

What Supervisors and Managers Want to Know 111

Help Me Motivate My People 112

Motivational Theories Abound 114

Motivational Truth #1 116

Motivation versus Manipulation 119

Manipulation Doesn’t Pay—It Costs 122

Motivational Truth #2 124

Can We Have a Pool Table? 125

How Can They Sit There and Lie to Me Like That? 129

Is That All? 131

7 Why People Do What They Do 133

The Worst Motivational Speech 133

Giving before Getting 137

It’s More than Gratitude 138

The Cornerstone Concept 139

What, Not Why 143

Determining Individual Needs 144

Easiest or Shortest 148

Preparing for Unsatisfied Needs 150

Emotional Defense Mechanisms 155

8 Preventive Leadership 157

Practicing PM 157

Embracing PL 158

Do Leaders Really Think? 160

Six Thought Processes to Support Preventive Leadership 161

Explorative Thought—Asking Why? 161

Comparative Thought—Asking Why Not? 162

Predictive Thought—Asking When? 163

Creative Thought—Asking What If? 164

Deliberative Thought—Asking How? 165

Interactive Thought—Asking What Do You Think? 165

“I’m Moving to Alaska!” 166

Running from or to—and Why It’s Important 171

The Wisdom of Dumb Questions 174

Dumb Question #1: How Am I Doing? 176

Dumb Question #2: What Have I Screwed Up Lately? 176

Dumb Question #3: What Should I Be Doing Better? 177

Dumb Question #4: What Would You Like Me to Do about That77

How It’s Done 178

9 Fearsome Facts 181

Who’s Your Daddy? 181

Understanding Fears 190

Fearsome Fact #1: We All Have Them 192

The Fear of Rejection 194

The Fear of Failure 195

The Fear of Success 196

“What Means ‘Nervous’?” 197

Fearsome Fact #2: Unfamiliar Experiences Are Breeding Groundsfor New Fears 199

Making Unknowns Known 201

Fearsome Fact #3: Unsuccessful Experiences Compound Our Fears203

What It Means 205

10 Leadership Pitfalls 207

Seven Deadly Sins 207

Leadership Pitfall #1: An Elevated Sense of Self-Importance209

“I Hope the Old Man Is Getting Some of This” 210

Leadership Pitfall #2: Practicing Favoritism 213

“I’d Rather Be Flat Broke” 216

Leadership Pitfall #3: Inability or Unwillingness to ControlEmotions 219

When You Lose Your Temper 221

The Power of an Apology 228

Pursuing Leadership Success 229

11 Commonsense Success 231

Seniority, Experience, or Something Else? 231

Choosing Success 233

Too Many Choices? 234

A Professional Triple Threat 236

Knowledge and Understanding 236

Skills and Application 237

Personal Desire and Commitment 238

“I Should’ve Bought That Farm” 240

Commonsense Success Choice #1: If I Am to Fail, I Choose to FailAggressively 240

Commonsense Success Choice #2: To Hit a Home Run, I Must Swingthe Bat 242

Commonsense Success Choice #3: Choosing Yes 245

Commonsense Success Choice #4: When I Mess Up, I Must FessUp—Quickly 250

One More Foundational Concept 254

Conclusion 257

A Conclusion Isn’t a Conclusion 257

Congratulations to You 258

Leaders Are Readers—or Are They? 259

Leaders Are Doers—or Should Be 260

“I Wish Buster Was Here” 262

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Sort by: Showing 1 Customer Reviews
  • Anonymous

    Posted May 20, 2013

    This book is a must-read, period. It is written with stories an

    This book is a must-read, period. It is written with stories and examples.
    It is focused on practicality and advice. It is full of “how-to” knowledge.
    And, it makes sense out of something that often times is difficult to make
    sense out of…that is, human behavior. I applaud Phillip Van Hooser for
    writing this excellent book, and I intend to use it in courses in the Arthur J.
    Bauernfeind College of Business at Murray State University.

    Timothy S. Todd
    Dean and Professor
    Arthur J. Bauernfeind College of Business
    Murray State University
    Murray, KY USA

    Was this review helpful? Yes  No   Report this review
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