Leading Leaders: How to Manage Smart, Talented, Rich, and Powerful People

Leading Leaders: How to Manage Smart, Talented, Rich, and Powerful People

4.5 2
by Jeswald W. Salacuse

ISBN-10: 0814408559

ISBN-13: 9780814408551

Pub. Date: 11/03/2005

Publisher: AMACOM Books

"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


"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."

Product Details

Publication date:
Edition description:
New Edition
Product dimensions:
6.26(w) x 9.28(h) x 0.90(d)
Age Range:
18 Years

Related Subjects

Table of Contents


Chapter 1. Leaders as Followers

Leading Without Authority

Leaders as a Different Breed of Cat

Leading Leaders against Iraq

French-Fried Leadership

Lessons for Leading Leaders

Chapter 2. Leading One-on-One

Defining Leadership

Leadership as Relationship

Communication as the Key to Leadership Relationships

Leadership up Close and Personal

Interest-Based Leadership

Choosing the Right Leadership Medium

The Building Blocks of Leadership Relationships

Work on the Relationship

Chapter 3. The Art of Strategic Leadership Conversation

The Game of Strategic Conversation

The Case of Hans Brandt

Seven Rules for Strategic Conversations

Define and Stay Focused on Your Goal

Get to Know the Other Person and Especially That Person's Interests

Appeal to and Shape Those Interests

Anticipate the Other Person's Possible Actions and Reactions

Generate Options Together

Evaluate the Options Using a Fair Process

Decide and Gain Commitment for the Decision

Chapter 4. The Seven Daily Tasks of Leadership

A Follower's Guide to Leadership

The Multi-Tasking Leader

Chapter 5. Task No. 1: Direction - Negotiating the Vision

Determining the Direction, the Way, the Vision

Visionary Prophet or Visionary Diplomat?

Securing Commitment to the Direction

Overseeing Direction

Negotiating a Vision for Goldman Sachs

Negotiating a Direction

Conclusion: Rules for Negotiating a Direction

Chapter 6. Task No. 2: Integration - Making Stars a Team

Custodial Leadership?

The Follower's Dilemma

Barriers to Integration

No Perceived Common Interests

Lack of Felt Shared History

Too Much Bad History

Poor Internal Communications

Cultural Differences


Divide-and-Conqueror Leadership

Removing the Barriers to Integration

Make Common Interests Apparent Through Meaningful Activity

Make History

Bridge the Cultural Divide

Become a Communications Engineer

Co-Opt or Isolate Spoilers

Adopt a Unite-and-Empower Style of Leadership

Conclusion: Rules for Creating Integration

Chapter 7. Task No. 3: Mediation - Settling Leadership Conflicts

The Leader as Mediator

Robyn v. Luis

The First Step: Understand Interests

Your Role as Leader-Mediator




Mediation Power Tools






Coalitions and Networks

Conclusion: Rules for Using Mediation Power Tools

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 Existing Frameworks and Terminology

One-on-One Education

Advise 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

The Nature of Motivation

Interest-Based Motivation

Motivating the Person Who Has Everything

One Size Does Not Fit All

Motivation, Not Manipulation

Convincing Conviction

Looking Ahead and Feeding Back

Conclusion: Rules for Providing Motivation

Chapter 10. Task No. 6: Representation - Leading Outside the Organization

The Demands of Representation

The Functions of Leadership Representation

Resource Acquisition

Relationship Management

Image Projection

A Tale of Two Photos

Choosing Your Shots

The Leader's Mandate

A User's Guide to Representation

The Loyal Leader

Interest-Based Representation

Conclusion: Rules for Leadership Representation

Chapter 11. Task No. 7: Trust Creation Capitalizing Your Leadership

Trust Me

What is Trust and Why is it Important?

Raising Trust Capital


Trust by Increments

Obstacles to Trust

Conclusion: Rules of Trust


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Leading Leaders: How to Manage Smart, Talented, Rich, and Powerful People 4.5 out of 5 based on 0 ratings. 2 reviews.
Guest More than 1 year ago
This refreshing little book on leadership takes an unusual tack by focusing on how to lead leaders. This kind of leadership, says author Jeswald W. Salacuse, is different from all others. However, he explains, leaders occur at every level of an organization, so managers throughout the hierarchy will find his principles applicable. Salacuse¿s core idea is that you must discover the interests of those you wish to lead and then make it clear to them that you are serving their interests. This requires listening, personal attention, framing your objectives in their terms, and respecting their freedom and autonomy. Salacuse illustrates his ideas with examples drawn from history and contemporary politics. We recommend adding Salacuse¿s book to your leadership library.
Guest More than 1 year ago
Jeswald Salacuse is Professor of Law at the Fletcher School of Law and Diplomacy at Tufts University. From 1986-1994, Professor Salacuse served as The Fletcher School¿s Dean. He also served as Dean of the School of Law at Southern Methodist University. In addition to his role as a higher education leader, he is a specialist on international negotiation and international law. Dr. Salacuse is an independent director of several mutual funds and a member of the Steering Committee of the Program on Negotiation at Harvard Law School. Much of today¿s literature on leadership use sports or military analogies. Indeed successful Generals and Coaches often command premium speaker fees to speak to leaders about leadership. The presumption is that there is a technique that can be used to ¿inspire¿ ¿mobilize¿ ¿energize¿ and ¿direct¿ players to work together for the sake of the team. Such programs can indeed be of value in hierarchical work systems. But what about law firms, investment banks, accounting firms, physician practices, Boards of Directors, consulting firms, higher education and research organizations? Do these military-type models of leadership work? Dr. Salacuse argues that leaders in professionals firms must ¿lead leaders¿ and not ¿troops¿ or ¿employees¿ or ¿players.¿ By leaders, he refers to people who have an independent power base outside their organizational roles. That power base might be the marketability of their own talents, their network of contacts, their stature within their professions, their wealth, their ability to access clients/funding sources. This book asks how can a leader lead leaders? Dr. Salacuse employs political metaphors rather than military or sports analogies to make practical points. He reasons that politics is the art of managing other leaders who have their own power base and are not necessarily dependent on the leader. He has a fascinating chapter on ¿the medium sends the message¿ and uses the different managerial approaches of President George H.W. Bush versus President George W. Bush to illustrate the concept. In organizing a coalition to go to war against Iraq, George H.W. Bush spent considerable time on 1:1 discussions with the phone with leaders. He appealed to the unique interests of each leader one at a time and used the phone as the primary communications tool and himself as the primary communicator. In seeking to form an alliance to go to war with Iraq, George W. Bush, on the other hand, delegated much of the communications role to others. He used broad appeals without customizing the message 1:1. Dr. Salacuse argues that the father represents the model for how to engage other leaders while the son represents the model for how not to do it. In my own experience with CEOs who get fired by their Boards of Directors, I often find that these CEOs saw 1:1 conversations with Board members as side-track issues that prevented them from managing their companies. They often did not find the time valuable and it showed in their dealings with Board members. They preferred 1:1 chats with the Chairperson combined with memos and reports to everyone else on the Board. They felt that they could inspire the group at Board meetings rather than to use the Board meeting to ratify what had been worked out quietly in 1:1 conversations. Dr. Salacuse has a fascinating chapter on how to make stars into a team. As a good negotiator he turns the topic upside down and asks leaders to first look at the issue from the perspective of the professions within the organization: how much should I allow integration to happen and how much should I allow this integration to damage my professional goals? This is the followers¿ dilemma. And leaders of professional service firms need to explicitly address making stars into teams by looking at the followers¿ dilemma first. There are practical leadership suggestions for dealing with talented spoilers and how to constantly remind peop