Leadership Conversations Challenging High Potential Managers to Become Great Leaders
by Berson, Alan S.; Stieglitz, Richard G.Edition: 1st
Format: Hardcover
Pub. Date: 2013-02-04
Publisher(s): Jossey-Bass
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Summary
Conversation techniques and tools that can help strong managers become great leaders Often the very same skills and traits that enable rising stars to achieve success "tenacity, aggressiveness, self-confidence" become liabilities when promoted into a leadership track. While managers conversations are generally transactional and centered on the task at hand, leaders must focus on people, asking great questions and aligning them with the vision for the future. Leadership mindsets and skills can be developed, and Leadership Conversations provides practical guidance for connecting with others in ways that transform each interaction into an opportunity for organizational and personal growth. Identifies four types of conversation every leader must master: building relationships, making decisions, taking action, and developing others Provides an action plan for boosting your personal leadership potential, as well for developing leadership skills in others Draws on the authors rich experience coaching and working with leaders at a wide range of organizations, including NASA, the U.S. Navy, intelligence agencies, Boeing, Gillette, Bausch & Lomb, and Georgetown University Leadership Conversations is required reading for both high-potential managers looking to make it to the next level and leaders looking to develop their people.
Author Biography
Alan S. Berson is an executive coach, leadership consultant, speaker, and professor. He has held leadership, strategic planning, and marketing roles at Fortune-500 firms including Gillette, Bausch & Lomb, and Marriott. He is a Learning Director at Wharton Executive Education and was an Adjunct Professor at Georgetown's McDonough School of Business. He lives in Potomac, Maryland.
Richard G. Stieglitz is a business consultant and speaker. He started, built, and sold a company that helped government and industry executives lead change. Previously, he was a submarine officer in the US Navy and an executive in the aerospace and computer industries. He is the author of three books and publishes a monthly leadership e-letter. He lives in Potomac, Maryland.
For more information, please visit www.myleadershipconversations.com
Table of Contents
Preface: Are You Having Leadership Conversations?
PART 1 THE HIGH-POTENTIAL CHALLENGES
1 Do You Really Want to Be a Leader?
2 What Blend of Management and Leadership Mindsets Is Best?
3 Have You Had Leadership Conversations Today?
4 Where Do You Stand on the Leadership Ladder?
PART 2 CONVERSATIONS TO BUILD RELATIONSHIPS
5 Learn the New Rules
6 Your Relationships Define You
7 Know Your Strengths and Their Shadows
8 People Aren’t Machines
9 Don’t Let Them Assume They Know What You’re Thinking
10 Embrace Differences
PART 3 CONVERSATIONS TO DEVELOP OTHERS
11 The Battle for Talent
12 The Challenge of Leading Other High Potentials
13 Conversations You Must Have
14 What Gets in Your People’s Way?
15 Recognition—Making It All Worthwhile
PART 4 CONVERSATIONS TO MAKE DECISIONS
16 Develop Your Judgment Gene
17 What You Know Is Irrelevant
18 Be Curious—Ask Great Questions
19 If You Can’t Change, Retire
PART 5 CONVERSATIONS TO TAKE ACTION
20 Moving Smoothly into Action
21 Planning Successful Actions
22 When Things Change
23 Lessons from Success and Failure
24 Inspiring People in Turbulent Times
PART 6 YOUR LEADERSHIP CONVERSATIONS
25 Conversations at the Top
26 Conversations for Executive Leaders
27 Conversations for Managers of Managers
28 Conversations for First-Line Managers
39 Your Personal Action Plan
Notes
Bibliography
Acknowledgments
About the Authors
Index
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