The number of people who will become first-time supervisors will likely grow in the next 10 years, as Baby Boomers retire. Perhaps the most challenging leadership experience anyone will face isn't one at the top, but their first promotion to leadership. They must deal with the change and uncertainty that comes with a new job, requiring new skills, and they've been promoted from peer to leader. While the book addresses the needs of any manager, supervisor, or leader, it pulls from the best leadership and management thinking, and puts the focus on the difficulties that new leaders experience.
- Includes practical information for new managers who must supervise friends and former peers
- Authors are expert consultants who work with leaders at all levels
- Shows how to adopt the mindset of a leader, including: communicating change, giving feedback, coaching employees, leading productive teams, and achieving goals
This much-needed book can help new leaders get beyond the stress and fear to focus on becoming the most effective leader they can be-starting right now.
|Product dimensions:||6.70(w) x 9.20(h) x 1.10(d)|
About the Author
GUY HARRIS is the owner of Principle Driven Consulting, and is a master trainer and coach with The Kevin Eikenberry Group and the co-developer of the Bud to Boss™ Workshop. Previously, he was a nuclear engineering officer in the U.S. Navy, a manager in the chemical industry, and an entrepreneur.
Table of Contents1 A Note from the Authors.
2 A Roadmap for This Book.
3 Now What?
4 How to Get the Most from This Book.
Part I Succeeding in Your Transition to Leadership.
5 Common Concerns About the Transition to Leadership.
6 Improving Your Results by Understanding the Critical Components of Your Leadership Role.
7 Confronting Important Changes You Face as a New Leader.
8 Your Unseen Impact as a Leader and Why You Should Understand It.
9 Why You Must Give Up Control to Gain Influence.
10 How to Use the Power of Expectations for Greater Results.
Part II Change.
11 Before We Go Too Far, or the Nature of Change.
12 If Change Is a Choice, How Do We Decide?
13 How to Diagnose Why People Won't Change.
14 Why All Change Isn't Created Equal, but the Principles Still Apply.
15 How Do I Communicate Change Most Effectively?
16 But What About Resistance?
Part III Communication.
17 Why You Need a Communication Model.
18 Using the DISC Model of Human Behavior to Understand People.
19 How You Can Connect and Communicate Better with People.
20 Beyond Behavior: Using the DISC Model to Understand What Motivates People.
21 The Nuts and Bolts of Communicating with Each Style.
22 How to Make Your Communication More Powerful, Persuasive, and Memorable.
23 The Other Side of Communication: Becoming a Better Listener.
24Your Kick Start to Winning Presentations.
Part IV Coaching.
25 Coaching The ABCs of Coaching Success.
26 Feedback The Heart of All Coaching.
27 How to Use the Four Types of Feedback.
28 How to Give Feedback.
29 Performance Evaluations in the Real World.
30 How Do We Show Our Support?
31 A Practical Coaching Model to Help You Succeed as a Coach.
Part V Collaboration.
32 How You Can Apply the Seven Keys to Better Meetings.
33 Understanding What Happens When Groups Become Teams.
34 How Teams Develop and How You Can Help Them.
35 How Can I Achieve Greater Team Success?
36 Speaking of Conflict (Because We Know You're Wondering About It).
37 Common Conflict Questions and Their Answers.
38 Using a Process: The Five Ds of Workplace Conflict Resolution.
39 The Seven Deadly Sins of Conflict Resolution and How to Avoid Them.
40 Applying Assertive Communication Techniques.
Part VI Commitment to Success.
41 Are Goals Really That Important?
42 Goal Success Starts with You.
43 Beyond SMART: The Keys to Goal Setting.
44 How to Set Goals with Others.
45 What Is the Right Attitude to Support Goal Achievement?
46 Moving From Goal Setting to Goal Getting.
About the Authors.