Leaders Start to Finish, 2nd Edition: A Road Map for Developing Top Performers

by Anne Bruce, Stephanie M. Montanez

Overview

Are you responsible for creating a leadership training program for your organization, but don’t know where to start? Do you already have experience in developing leadership training programs, but want to improve the efficacy of your current offering? Either way, Leaders – Start to Finish offers detailed, specific insight and instructions on how to develop highly effective leadership training programs that will produce engaged and authentic leaders in your organization.

Within the framework of providing detailed, workable, real-world suggestions and examples for building or improving your leadership program, some of the specific topics covered in Leaders – Start to Finish include:

developing authentic, engaged leaders

closing the gap on generational leadership

utilizing leadership competencies

developing strategic and tactical plans

planning for smooth, efficient succession

developing human capital

leading with integrity, values, intuition, and stronger ethics

building stronger teams

managing the talent cycle

becoming an influential leader

incorporating the “three P’s” – purpose, passion and performance – into your leadership training

an overview of current leadership trends.

With numerous case examples from the real world, as well as checklists, discussion questions, practical exercises, training tips, and more, Leaders – Start to Finish gives you everything you need to create a professional, effective, efficient leadership training program, whether you’re starting from scratch or are interested in improving your current training protocols.

Product Details

ISBN-13:	9781562868130
Publisher:	Association for Talent Development
Publication date:	03/10/2012
Edition description:	2nd Edition
Pages:	328
Product dimensions:	6.90(w) x 9.90(h) x 0.70(d)

About the Author

Anne Bruce is a bestselling, award-winning author of 16 books, which have been translated into 24 languages. Thousands of people around the world have adopted Anne’s no-nonsense approach to Discover True North and have learned to be the author of their life story. Anne dispenses humor, wit, wisdom, and real-world insights from the speaker’s platform and international seminar stage with her popular presentations. She has had the privilege to speak for teams and leaders at the White House, the Pentagon, GEICO, Saks Fifth Avenue, Coca Cola, IBM, Southwest Airlines and JetBlue Airways, Harvard and Stanford Law Schools, Ben & Jerry’s, Baylor Medical University, the American Red Cross, the Conference Board of Europe, and the American Society of Training & Development (ASTD). For information on training, keynotes, fees, and availability on programs associated with this book and other Anne Bruce bestsellers, go to Anne’s website: AnneBruce.com or email [e-mail] Montanez has been called one of California’s HR thought leaders, as well as a subject matter expert in improving employee performance through a wide variety of tried-and-true methods. Formerly an HR professional with Imperial Wallcoverings and Qualex, Inc., a wholly-owned subsidiary of KODAK, Stephanie now heads up the HR division as director in one of America’s most highly regarded and successful medical billing companies, MedAmerica Billing Services, Inc. She also created the organization’s employee development and coaching division, with locations throughout California and Arizona. Montanez is the executive producer and the voice and face of HumanResourcesSources.org and its popular internal media programming channel. For further information or questions associated with this book or the HumanResourcesSources.org website, you can email Stephanie at [e-mail].

Table of Contents

Preface ix

Acknowledgments xv

Introduction xvii

Chapter 1 Practicing Authentic Leadership and Ditching the Drama 1

What Is Authenticity? 2

Leaders Are True to Themselves 2

Get Authentic—Stop Workplace Drama 2

Five Traits of Authentic Leadership 3

What Sets Authentic Leaders Apart From the Rest? 6

How to Help Your Leaders Develop Self-Mastery 6

Authentic Behavior Connects Your Leaders to People 8

Leading Authentically 9

Chapter 2 Civility and the Human Side of Leadership 11

Is Your Organization Lacking in Humanity? 12

Is Your Organization Lacking in Civility? 12

What Is a Human-Oriented Leader? 17

Chapter 3 Minding the Gap on Generational Leadership 25

Manage and Demonstrate Leadership Between Generational Gaps 26

Four Important Strategies to Give Your Multi-Generational Workforce a Boost 29

Train Your Leaders in Proper Communication Techniques 31

How to Give Leadership Purpose to a Multi-Generational Workplace 33

Achieving Goals in a Multi-Generational Workplace 35

Other Tips for Minding Generational Gaps 36

Chapter 4 Brand and Expand Your Organization's Talent With Competencies 39

Brand and Expand Your Leaders Using Strengths-Based Tools and Employee Development Planning 40

What Is the Purpose of Having an Employee Development Plan? 42

An Easy, Seven-Step Process for Employee Development Planning 43

If Your Leaders Don't Know Where They're Going, Any Road Will Take Them There 44

What is Competency? 47

Incorporating Competencies into Your Leadership Training 47

Matching Competencies With Organizational Goals Yields Business Results 54

Chapter 5 Don't Lose Your Mojo—Create a Leadership Plan for Everyone Today 57

Goal Setting isn't Enough 58

Leadership Planning—The Voyage of Discovery 59

Create a Leadership Plan That Helps Leaders Keep Their Mojo 65

Planning to Lead 58

Chapter 6 Leader's Guide to Developing Strategic and Tactical Plans 71

The Evolution of Strategic and Tactical Planning 72

The Strategic Approach—What Do We Need to Be Doing to Survive and Thrive? 73

The Tactical Approach—How Will Our Organization Get There and How? 73

Cut to the Chase: Get People Moving on Short- and Long-Term Plans 74

Tactical Plans Are About Doing, Not Planning 76

Keep Tactical Plans Aligned With the Strategic Plans of Your Organization 76

A Leader's Four-Part Blueprint for Creating a Strategic Plan 76

Include Everyone When Implementing a Strategic Plan 86

A Leader's Six-Part Blueprint for Creating a Tactical Plan 88

Chapter 7 Succession Planning Takes Talent Management 91

A California Leader in Succession Planning: Sutter Health Paves the Way 92

Succession Planning versus Replacement Hiring 96

Attracting and Retaining the Best Talent 96

Building Leaders From Within the Organization 100

Developing the Careers of Potential Successors 103

The Ultimate Test: Pass the Baton and Get Out of the Way 104

Chapter 8 Leadership and Corporate Culture: Strategies for Developing Human Capital 107

The Whole-y Grail of Corporate Culture 107

Formula for Success: Corporate Culture=Personality of the Organization 108

What Does Leading Human Capital Have to Do With Culture? 109

Five Leadership Strategies for Leading Human Capital and Culture 111

The Power of Culture and Human Capital 114

Chapter 9 Leading With Integrity, Values, Intuition, and Stronger Ethics 117

Integrity: The Highest Form of Human Intelligence 118

People Will Do What They See Their Leaders Do 118

ROI=Retun-on-lntegrity 119

Stand for Something or Fall for Anything: The Values-Led Approach 120

Best Company Reputations Stem from Values, Trust, and Integrity 124

Encouraging Your Leaders' Intuition 125

The Importance of Ethics When Growing Leaders 126

Chapter 10 Building Stronger, Turbo-Charged Teams 131

Know Who the Followers Are 132

Team Transformation 132

Eight Highly Effective Practices for Building a Team 137

Leading Teams Through the Power of Influence 141

Helping Leaders Understand Team Types and Their Unique Functions 142

Working Virtually Together, Apart 144

Chapter 11 Leading in a Virtual World—Leaders Will Require"Telepresence" 147

Leaders Get Back to the Future—Here and Now 148

ttention Leaders: Be Flexible; Learn as You Go 149

Virtual Leaders Are Tied to Technology 149

Leaders Make Their Presence Felt 149

Virtual Leaders and Their Organizations Are Not Bound in the Same Way 151

Diversity and Difficult People in a Virtual World 152

The Flip Side of Working Virtually—Reading Between the Lines 152

Virtual Teams Can Be Hybrids 154

Seven Highly Effective Habits for Managing a Virtual Team 155

Leading Across International Divides 156

Chapter 12 Coaching for Success and the Talent Management Cycle 159

Commandments for Coaching Success 160

Understanding the Primary Leadership Styles of Coaching 160

The Eight Primary Coaching Styles 161

Developing a Personal Case Study 162

Guidelines for Coaching 164

Coaching During Onboarding Can Be a Strategic Leadership Tool 165

First Steps for Onboarding 66

Leadership Onboarding in Action 170

The Power of Coaching 173

Chapter 15 Performance Management—Using Communications Excellence 175

Performance Communication—It's an Ongoing Process 176

The Importance of Early Feedback 177

A Day-in-the-Life for Leaders: Performance Management Scenarios 183

Chapter 14 Becoming an Influential Leader 191

Everyone Has Influence 192

Influence Does Not Demand Authority or a High Profile 192

Everyone Can Be an Influencer 194

How Leaders Influence 194

A Leader's Five-Step Path to Developing influence 194

There Is Plenty of Room at the Top 198

Expanding the Sphere of Influence 198

Developing and Expanding Your Influence 200

Chapter 15 Hope and Trust Start on the Path to Leadership Empowerment 201

Authentic Empowerment Keeps It Real 202

Real-World Empowerment Example 202

Caution: Avoid a Recipe for Disaster and Coach in the Moment to Build Empowerment 203

The Synergy That Comes From Empowerment 203

Empowerment Is the Twenty-First Century Method for Building Entrepreneurial Thinking 204

The Importance of Hope and Trust 205

How Leaders Can Build Hope and Trust in the Organization 209

Reinforcing the Message of Empowerment to Your Leaders 211

Chapter 16 Managing Knowledge While Learning Faster Than the Competition 213

ASTD—Your Answer to Better, Stronger Knowledge Management 214

Creating a World-Class Learning Environment 214

Managing Knowledge 215

The Importance of Training Leaders to Competencies 217

Recognize the Short Shelf Life of Knowledge 217

Focusing on Lifetime Learning, Not Lifetime Employment 219

Is Your Organization Ready to Become the Primary Educator of Its Workforce? 220

The Future of Learning 220

Holistic Leadership Development and Training 222

chapter 17 Vision and Purpose Build Confidence and Excitement in Leaders 225

Visualization Exercise 226

Vision Creates the Future 226

Five Steps Toward Facilitating a Leader's Visioning Process 228

Inspiring a Shared Vision Among Leaders 229

Structuring a Vision Statement 231

Inspiring Vision 234

Vision and High Performance Go Together 234

Chapter 18 Purpose, Passion, and Performance: The Three Ps 237

Zappos, an Internet Sales Leader 238

What Are Purpose and Passion? 240

How to Instill Passion and Purpose Into Every Team Within the Organization 240

How to Maintain Passion in the Workplace While Maintaining Maximum Performance 242

Chapter 19 Measure What's Important, What's Getting Done, and Forget the Rest 245

Fear Motivation: Miss One Piece and You're Fired! 246

Re-Evaluating Current Performance Measurement Tools 247

Measuring What Matters in the Real World: A Case Study Portfolio 248

Effective Measurement Tools and Techniques Develop Employee Success 251

The Art of Measurement 265

Conclusion 267

Appendix A 273

Appendix B 281

Appendix C 285

References 289

Index 291

About the Authors 301