Lead by Example: 50 Ways Great Leaders Inspire Results

Lead by Example: 50 Ways Great Leaders Inspire Results

by John Baldoni

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Overview

Lead by Example: 50 Ways Great Leaders Inspire Results by John Baldoni

Leadershipnow.com / The Best Leadership Books of 2008


Taking over the top job, whether it's the CEO of a company or the manager of a department, is never easy. When done the right way, it results in inspired leadership; when done the wrong way, it can lead to disaster. To be effective, the people in charge must give their team a reason to believe in their talents and their ability to get people to work together. Great leadership requires decisiveness, authority, conviction, compassion, and, most important, the ability to set the right example. It would seem easy, but it takes a lifetime of trying to put it into practice. In Lead by Example, recognized leadership guru John Baldoni reveals the traits and abilities leaders need to know to inspire others to follow them. Readers will learn how to:

listen for ideas • manage around obstacles • defuse tension • check their egos • stand up for what they believe in • manage crises • develop team confidence • recruit good people • deliver bad news • handle defeat • engage their enemies

Filled with examples of visionary leaders who have overcome their shortcomings and achieved greatness, Lead by Example will show readers how to build trust, drive results, and win the respect of the people they lead.

Product Details

ISBN-13: 9780814437643
Publisher: AMACOM
Publication date: 10/08/2008
Pages: 240
Product dimensions: 4.71(w) x 7.17(h) x 1.04(d)
Age Range: 18 Years

About the Author

JOHN BALDONI, president of Baldoni Consulting LLC, is an internationally recognized executive coach, speaker, and author. In 2011, Leadership Gurus International ranked John No. 11 on its list of the world's top 30 leadership experts. He is a regular online contributor to CBS MoneyWatch, Inc, and Harvard Business Review.

Read an Excerpt

EXCERPT FROM BOOK:

PART I

Set the Right Example

ALL EYES ARE ON THE LEADER. But they are not watching his lips, they are watching his feet. That is, leaders are judged not by what they say, but what they do. Example is fundamental to getting people to believe in who you are and what you stand for.

LESSON 1

“Character is like a tree and reputation like its shadow. The shadow is what we think of it; the tree is the real thing.”

—ABRAHAM LINCOLN

IT ALL STARTS WITH CHARACTER

What you do when you think no one is watching may be the best definition of character. Character defines who you are and forms the basis for your leadership. Without it, leadership is impossible; with it, leadership can flourish.

Character is ingrained within us. It is taught to us by our parents, teachers, and coaches; we learn from them. Leaders demonstrate character by insisting on values, abiding by principles, and upholding both in their daily lives. Employees look to managers not only for guidance, but for example. Insisting on good character means everyone must model that behavior. Sure, it’s easy to say, but it can be hard to implement in the real world. Good character may get you hired, but it is what you do with your character that matters.

So much of what we admire about our leaders comes down to their character. It is not their degree of affability that matters, as does the degree of respect. People of character command respect because they have earned it. One of the salient features of Level 5 leaders, as depicted in Jim Collins’s book, Good to Great, is their ability to put the organization first. Employees like that; it means that someone is thinking about the big picture as well as their role in it. Every organization is peopled with men and women who put others first. It is a matter of identifying them and putting them in positions where they can succeed, and in the process help others to succeed. That action breeds organizational character.

Character Counts

Insisting on good character means everyone must model that behavior. Good character may get you hired, but it is what you do with your character that matters. Employees caught up in scandals at corrupt companies may have been wholly innocent but many paid for the crimes of their superiors either through layoffs, loss of pension, or loss of personal reputation. If a manager cuts corners, for example, fudging an expense report, employees will take note. Pretty soon, a climate of “everyone does it” creeps in, and the organization loses not only integrity, but credibility inside and outside.

Define responsibility. Never assume that people know what their responsibilities are; tell them and then ask them to define such responsibilities in their own words. Responsibility for achieving objectives may be clear, but managers need to check whether employees know the code of conduct that defines civility and rights in the workplace but also they need to insist on behaviors conducive to good order. That means, managers can ask for, and insist upon, courtesy, cooperation, and collaboration as part of the job. Never accept the bad attitude, and never call it that term. When a person is out of line, define the behavior, such as acting surly, being uncooperative, or failing to work with others. Those are not attitudes—they are defined behaviors for which a person is responsible.

Hold the right people accountable. When people do something well, we like to reward them—at least good companies do. But when people slip up, accountability sometimes defers to the low person on the totem pole. For example, at Abu Ghraib prison camp, it was the noncommissioned officers and enlisted personnel who were punished first. Senior officers with line authority for the prison system, with the exception of Brigadier General Janis Karpinski, were not initially held accountable. That sets a bad precedent, not only with our troops but for other nations looking at our military judicial system. It threatens to undermine the exceptional work the Army has done in investigating wrongdoing and owning up to the problem. (It must be noted that a few more senior officers were later charged with either tolerating the culture of abuse or covering it up.)

Insist on actions, not words. Every organization professes to be ethical; even organized crime has some rules. But, as the adage goes, it is not what you say that matters, it is what you do. Take, for instance, the superstar performer who always makes the numbers and scores the big wins. If that person behaves as a jerk toward others, all too often managers will turn a blind eye. After all, they say, let’s cut him some slack. What the superstar gets away with would never be tolerated by lesser performers. Eventually, the superstar’s gains become short¬lived because the workplace becomes so fouled by his negligent behaviors that good people find a way out, leaving only marginal players behind. Pretty soon the whole department stinks, and eventually sinks. There may be justice in that demise, but at what cost? Good people leave, performance plummets, and the organization suffers losses in reputation, revenue, and investor confidence. It would be better to pull the flagrant superstar aside with a warning to correct negative behavior supported by behavioral coaching or else face termination. When employees see superstars let go because they are abusive, it sends a strong signal that the company values ethics over dollars and cents.

Put people in tough situations. If you want people to grow and develop, you give them tough assignments. An extreme example is the U.S. Navy Seals. Their training is physically and mentally exhausting; candidates who want to qualify are pushed to the breaking point. It is certainly not for everyone, but if you want to develop a cadre of troops who can jump out helicopters at night in hostile territory to chase bad guys, you want people who are steeled to adversity. From a management perspective, grooming people for leadership means giving them opportunities to develop their skills, not in classrooms, but in real work situations. Then watch what they do and how they do. In addition to looking for results, examine how they worked with their team. Did they work with people or in spite of them? You want leaders who can bring people together for common cause. That, again, is character.

Reward good actions. One of the best places to see where good deeds are rewarded is on high school or collegiate sports teams. Look at who the players have elected as their captains. The players are not always the most talented athletes, but they are the most outward-directed. They are the ones who lead by example. Specifically, you will find them first to practice, last to leave. What they are doing at practice is essential to team unity. Often, they are tutoring fellow players in the art of the game, or more often, in the art of getting along with a coach, a teacher, or a fellow player. They are team leaders respected by their teammates. Managers may find such employees on their own teams. When they do, they are wise to put them in positions where their example can influence others. Better yet, good managers promote such people into positions of higher responsibility so their positive actions can have even greater impact.

Send the scoundrels packing. People who make managerial mistakes need education and coaching; folks who knowingly make ethical breeches should be sent packing right away. That sends a clear message that such behavior is never tolerated. If you let it slide—or at least, do not exact consequences in the form of demanding amends, bad things will continue to happen until something really bad occurs.

Why Character Matters

Character is a virtue, however, and if it does not show up on the bottom line, it nonetheless provides the basis for sustainability. If you manage for the short term, how you treat employees or corporate assets is less important. But if you operate for the long term, the caliber of the people you recruit, retain, and reward says much about the character of your organization. These are the men and women who will make the decisions that will develop products and services that offer value to customers who want to buy and shareholders who want to own. Character then does matter. Revealing it is essential to your future.

Table of Contents

CONTENTS

Acknowledgments ix

Prologue xiii

PART I: SET THE RIGHT EXAMPLE 1

LESSON 1: It All Starts with Character 3

LESSON 2: Knowing What You Know (and Don’t Know) 7

LESSON 3: Accountability: The Buck Stops Here 13

LESSON 4: Courage: Stand Up for What You Believe 17

LESSON 5: Check Your Ego 21

LESSON 6: Take a Hard Look in the Mirror 25

LESSON 7: Patience, Patience 28

LESSON 8: Make Your Presence Felt 31

PART II:

ACT THE PART 35

LESSON 9: Communicate, Communicate, Communicate! 37

LESSON 10: Listening for Ideas 42

LESSON 11: Developing Questions 47

LESSON 12: Giving Feedback 51

LESSON 13: Decisiveness: Decide or Not 55

LESSON 14: Influence: Getting People on Board 58

LESSON 15: Influencing Without Authority 61

LESSON 16: Know How to Win 64

LESSON 17: Hang Out the Lifelines 68

LESSON 18: Manage (and Lead) 71

LESSON 19: Managing by Inclusion 75

LESSON 20: Manage Around Obstacles 79

LESSON 21: Leading Innovation 82

LESSON 22: Moving from What to How 86

LESSON 23: Delegate (and Execute) for Results 89

LESSON 24: Upside-Down Leadership 93

LESSON 25: Make It Personal (Sometimes) 97

LESSON 26: Sustaining a Winning Culture 101

PART III:

HANDLE THE TOUGH STUFF 105

LESSON 27: Defusing Tension 107

LESSON 28: Engage the Enemy 110

LESSON 29: Managing Crises 113

LESSON 30: Avoiding the Cross-Purposes Trap 117

LESSON 31: Delivering Bad News 121

LESSON 32: Persuading the Unpersuaded 124

LESSON 33: Handling Defeat 130

LESSON 34: Perseverance: Keep Pounding the Rock 133

LESSON 35: Resilience: Get Up and Do It Again 136

LESSON 36: Adaptability: Everything Changes, Even Leaders 140

LESSON 37: Forgive (Not Forget) 144

LESSON 38: Avoid the Blame Game 148

LESSON 39: Negotiate Position, Not Values 153

LESSON 40: Being Tough 158

LESSON 41: Letting Off Steam 163

PART IV:

PUT THE TEAM FIRST 167

LESSON 42: Developing Team Confidence 169

LESSON 43: Managing Dissent 173

LESSON 44: Recruiting Good People 176

LESSON 45: All You Need Is Love 180

LESSON 46: Get off the Pedestal 186

LESSON 47: Grace: Make It Look Effortless 189

LESSON 48: Humility: Get out of the Limelight 193

LESSON 49: Remembering the Past 197

LESSON 50: Humor: Lighten Up, It’s Only Work 201

Epilogue 205

Notes 209

Index 217

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