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<p><b>Introduction 1</b></p> <p>About This Book 1</p> <p>Conventions Used in This Book 2</p> <p>What You’re Not to Read 2</p> <p>Foolish Assumptions 3</p> <p>How This Book Is Organised 3</p> <p>Part I: Introducing Leadership 3</p> <p>Part II: Leading Yourself 3</p> <p>Part III: Leading Others 4</p> <p>Part IV: Leading People Through Change 4</p> <p>Part V: Leading Different Types of Team 4</p> <p>Part VI: The Part of Tens 4</p> <p>Icons Used in This Book 5</p> <p>Where to Go from Here 5</p> <p><b>Part I: Introducing Leadership 7</b></p> <p><b>Chapter 1: Taking the Lead 9</b></p> <p>Appreciating Why the Work of Leaders Isn’t Easy 9</p> <p>Looking for Leadership and Leaders 10</p> <p>Cooking the stew rather than being in one! 11</p> <p>Experiencing leadership or perhaps not! 12</p> <p>Seeing Yourself as a Leader 13</p> <p>Filling the vacuum with the right fluff (stuff) 14</p> <p>Transforming starts with you 14</p> <p>Rising to all leadership occasions 15</p> <p>Leading People and Teams 17</p> <p>Knowing what you’re about 17</p> <p>Engaging people in work and change 18</p> <p>Leading all types of teams 20</p> <p>Excelling in leading your senior leadership team 21</p> <p><b>Chapter 2: Pinning Down the Meaning of Leadership 23</b></p> <p>Spotting the Differences between Leadership, Leading and Leader 24</p> <p>Leadership is a process 24</p> <p>Leading is an activity 26</p> <p>Being a leader can be a role and/or position 28</p> <p>Deciphering the Language of Leadership 30</p> <p>Diving into the soup of leadership jargon 30</p> <p>Sampling leadership competences 32</p> <p>Sampling a Few Tasty Bits of Leadership 34</p> <p>Becoming an engaging leader 34</p> <p>Being an active leader 35</p> <p>Leading through serving others 37</p> <p>Coming Up with a Meaning that Works for You 39</p> <p><b>Chapter 3: Leadership and Management: Two Sides of the Same Coin 41</b></p> <p>Flipping Through Your Experiences of Leadership and Management 42</p> <p>Choosing and working with a new boss 42</p> <p>Working through your own experiences 44</p> <p>Listing your expectations of leaders and managers 48</p> <p>Understanding Society’s Changing Expectations of Leaders 50</p> <p>Jump! Yes sir, how high? 50</p> <p>Jump! Why should I? 50</p> <p>Pinpointing the Differences between Leading and Managing 51</p> <p>Describing the key differences 52</p> <p>Getting people to follow you 53</p> <p>Earning the right to lead 54</p> <p>Leading and managing together 55</p> <p><b>Part II: Leading Yourself 59</b></p> <p><b>Chapter 4: Leading ‘Inside Out’: Knowing Yourself to Become a Better Leader 61</b></p> <p>Leading Others Starts with Leading Yourself 62</p> <p>Becoming an authentic leader 62</p> <p>Looking through the Johari Window 65</p> <p>Developing Self-Confidence 68</p> <p>Leaving Thomas to doubt himself 69</p> <p>Being your best critic 70</p> <p>Learning from adversity 71</p> <p>Discovering How to Lead from Your Experiences 72</p> <p>Achieving more by learning quickly 72</p> <p>Harnessing the power of reflection 74</p> <p>Developing skills in reflecting 75</p> <p>Using leadership learning logs 76</p> <p>Finding and working with your own coach 78</p> <p><b>Chapter 5: Singing Your Leadership Song: Being in Tune with Your Values 79</b></p> <p>Recognising When You’re Out of Tune 80</p> <p>Acknowledging when ‘it just doesn’t feel right’ 81</p> <p>Questioning what underpins your leadership 81</p> <p>Leaving your old baggage behind 82</p> <p>Composing Your Own Leadership Tune 84</p> <p>Working out what’s important to you 84</p> <p>Questioning your assumptions 86</p> <p>Singing Your Leadership Song 87</p> <p>Communicating your values 87</p> <p>Harmonising with others 88</p> <p><b>Chapter 6: Stepping Up to Leadership: Handling Dilemmas 91</b></p> <p>Dealing with Dilemmas 91</p> <p>Surviving being thrown in the deep end 93</p> <p>Being chosen for the right wrong reasons: Few new leaders arrive fully trained 94</p> <p>Becoming comfortable with being uncomfortable 96</p> <p>Getting caught in the middle 99</p> <p>Accepting that leadership can be lonely 100</p> <p>Avoiding the imposter syndrome 101</p> <p>Leading Friends 101</p> <p>Achieving success while keeping your friends 102</p> <p>Knowing where and when to draw the line 102</p> <p><b>Part III: Leading Others 107</b></p> <p><b>Chapter 7: Developing a Sense of Purpose 109</b></p> <p>Having Clarity of Purpose 109</p> <p>Avoiding being a busy fool 110</p> <p>Being bold: leading with conviction 111</p> <p>Clarifying how you add value 112</p> <p>Focusing on your key results 116</p> <p>Spending the right time on the right job 119</p> <p>Becoming a Visionary Leader 119</p> <p>Valuing having a vision 120</p> <p>Creating your own vision 121</p> <p>Expanding Your Sphere of Influence 123</p> <p>Discovering that you have more influence than you think 123</p> <p>Questioning whether something really is outside your control 124</p> <p>Targeting the people you want to influence 126</p> <p><b>Chapter 8: Employing the Power of Engaging Leadership 127</b></p> <p>Engaging People: The Key to Unlocking Commitment 127</p> <p>Avoiding the black hole of meaningless work 129</p> <p>Making work meaningful 129</p> <p>Realising that engaged people go the extra mile 131</p> <p>Building the Foundations for Engaging People 132</p> <p>Relating to people 133</p> <p>Being Captain Courageous: Speaking your mind 136</p> <p>Switching on your senses 138</p> <p>Creating shared meanings 139</p> <p>Knowing the Secrets of Engaging Leaders 140</p> <p>Being open to everything 140</p> <p>Building strength through vulnerability 141</p> <p><b>Chapter 9: Becoming an Engaging Leader 143</b></p> <p>Recognising Your Existing Skills 143</p> <p>Enhancing Relating to People 145</p> <p>‘Working with’ and not ‘doing to’ people 145</p> <p>Having a genuine interest in others 146</p> <p>Building strong connections 148</p> <p>Being non-judgemental 149</p> <p>Developing the Courage to Speak Your Mind 150</p> <p>Standing out from the crowd 151</p> <p>Remaining aware of being dishonest 152</p> <p>Asking searching questions 154</p> <p>Inviting challenge 156</p> <p>Coping with embarrassment and threat 156</p> <p>Sensing for Success 157</p> <p>Being in the moment 157</p> <p>Seeing what others miss 158</p> <p>Listening for meaning: Getting behind language 159</p> <p>Being Brilliant at Building Commitment 160</p> <p>Starting from pole position 160</p> <p>Beginning from their grid position 162</p> <p>Focusing on winning together 162</p> <p>Agreeing actions to drive success 163</p> <p>Avoiding meaningless language 164</p> <p>Keeping on track 164</p> <p><b>Chapter 10: Modifying Your Leadership Style 165</b></p> <p>Appreciating the Need for a Range of Styles 165</p> <p>Wondering why you seem to get the problem people 166</p> <p>Choosing horses for courses 167</p> <p>Working with chameleon people 168</p> <p>Understanding Different Styles of Leadership 169</p> <p>Exploring leadership styles 169</p> <p>Realising how styles impact on people and performance 171</p> <p>Modifying Your Leadership Style So That It Works for You and Others 173</p> <p>Being true to yourself 173</p> <p>Assessing first, choosing second 174</p> <p>Focusing on outcomes 174</p> <p>Excelling through trial and error 175</p> <p><b>Chapter 11: Leading People to Peak Performance 177</b></p> <p>Being a Great Role Model 177</p> <p>Flying your flag on the summit 178</p> <p>Avoiding the crevasse of double standards 179</p> <p>Acting Before Avalanches 180</p> <p>Appreciating the dangers of delay 180</p> <p>Applying the golden rule of ‘Now’ 181</p> <p>Leading Under-performers Towards Your Peak 182</p> <p>Working on commitment and capability 183</p> <p>Approaching cliffhanger conversations 185</p> <p>Roping people into improvements 187</p> <p>Mapping progress towards peak performance 187</p> <p>Coaching the Good Towards Greatness 188</p> <p>Taking a time out to coach 189</p> <p>Choosing the right role 190</p> <p>Practising what great coaches do 191</p> <p><b>Part IV: Leading People Through Change 193</b></p> <p><b>Chapter 12: Diving into a Sea of Change 195</b></p> <p>Dealing with New Changes but Perennial Problems 196</p> <p>Appreciating what gets up people’s noses 197</p> <p>Swimming with sharks – and surviving! 198</p> <p>Riding the waves successfully 199</p> <p>Being a Change Agent 200</p> <p>Cruising with your crew 201</p> <p>Implementing decisions that aren’t yours 202</p> <p>Leading change you disagree with 203</p> <p>Leading Change, Transforming Culture 204</p> <p>Looking out for icebergs 205</p> <p>Diving deep to uncover culture 206</p> <p>Hanging onto the diver’s lifeline: Stop, think, breathe! 208</p> <p><b>Chapter 13: Transforming Workplace Culture: A Leader’s Approach 209</b></p> <p>Knowing Where and How to Begin 209</p> <p>Spotting the opportunity for change 210</p> <p>Starting from where you are 211</p> <p>Creating a Plan for Your Change 212</p> <p>Experiencing initiative fatigue! 212</p> <p>Celebrating people past and present 213</p> <p>Clarifying the start and end points 214</p> <p>Bridging the gap between old and new 215</p> <p>Adopting Approaches for Minimising Resistance to Change 217</p> <p>Choosing the right pace for change 217</p> <p>Uncovering people’s objections 218</p> <p>Getting buy-in from everyone 218</p> <p>Making change tentative 219</p> <p>Handling resistance to change 220</p> <p><b>Chapter 14: Reinforcing a New Culture: Maintaining Your Workplace Changes 223</b></p> <p>Walking the Talk: Leading by Example 224</p> <p>Being a visible leader 224</p> <p>Using the power of story-telling 226</p> <p>Spotting people straying from the path 228</p> <p>Paying Attention to the Right Things 230</p> <p>Remembering that what gets measured gets done 230</p> <p>Keeping everyone up-to-date 231</p> <p>Reacting positively to crises 232</p> <p>Promoting good practice 233</p> <p><b>Part V: Leading Different Types of Team 235</b></p> <p><b>Chapter 15: Leading Your Own Team 237</b></p> <p>Creating a High-Performing Team 237</p> <p>Dealing with ‘we’re okay: leave us alone’ 238</p> <p>Separating the great from the good 239</p> <p>Harnessing the power of team purpose 241</p> <p>Valuing team values 242</p> <p>Assessing the Effectiveness of Your Team 244</p> <p>Rating your team 245</p> <p>Conducting a team self-assessment 246</p> <p>Striving for Continuous Improvement 248</p> <p>Developing a high-performance atmosphere 248</p> <p>Making the un-discussable discussable 249</p> <p><b>Chapter 16: Taking on a Project Team 251</b></p> <p>Getting Your Team Up and Running 251</p> <p>Avoiding ‘project-itis’: The scourge of organisations 252</p> <p>Appreciating and using the stages of team development 253</p> <p>Accelerating through the stages 254</p> <p>Leading Team Members with Multiple Commitments 256</p> <p>Investing time in the project’s purpose 256</p> <p>Challenging unhelpful behaviour: Sorry, wrong room, wrong team! 257</p> <p>Developing a Sense of Shared Accountability 258</p> <p>Avoiding slopy shoulders 259</p> <p>Remembering the team process 262</p> <p>Appreciating the power of distributed leadership 262</p> <p><b>Chapter 17: Facilitating Virtual Teams 265</b></p> <p>Understanding Virtual Teams 265</p> <p>Naming a team 266</p> <p>Defining virtual teams 266</p> <p>Comprehending the challenges of being a virtual team leader 268</p> <p>Facing up to ‘we’re not a team because we never meet’ 269</p> <p>Establishing Clever Ways of Working 270</p> <p>Getting your ‘ducks in a row’ 270</p> <p>Tackling ‘out of sight, out of mind’ 271</p> <p>Appreciating differences in language 272</p> <p>Working across different cultures 273</p> <p>Accommodating larks and owls 274</p> <p>Ending Your Virtual Team 275</p> <p><b>Chapter 18: Leading Your Senior Management Team 277</b></p> <p>Developing a Collective Sense of Responsibility 277</p> <p>Breaking the dependency cycle 278</p> <p>Helping managers out of their silos 279</p> <p>Encouraging Courageous Conversations 280</p> <p>Keeping your managers’ heads up 281</p> <p>Critiquing each other’s thoughts and ideas 282</p> <p>Being strong by being vulnerable 282</p> <p>Sharing Accountability for Success 284</p> <p>Stopping the blame game 285</p> <p>Creating a healthy environment 285</p> <p>Embedding the behaviours you cherish 287</p> <p>Preparing Others for Leadership 288</p> <p>Spotting potential high flyers 288</p> <p><b>Part VI: The Part of Tens 291</b></p> <p><b>Chapter 19: Ten Tips on Taking the Lead 293</b></p> <p>Making Leadership Common Sense Your Common Practice 293</p> <p>Believing that Everyone Wants to Make a Difference 294</p> <p>Rising to Every (Leadership) Occasion 294</p> <p>Building Up, Not Putting Down 295</p> <p>Listening Before You Leap 295</p> <p>‘Working With’ People Rather Than ‘Doing To’ People 296</p> <p>Being Uncomfortably Comfortable 296</p> <p>Speaking Up and Speaking Out! 297</p> <p>Expanding Your Sphere of Influence 297</p> <p>Keeping Your Head When Everyone Is Losing Theirs 298</p> <p><b>Chapter 20: Ten Tips for Leading Yourself 299</b></p> <p>Leading Yourself First 299</p> <p>Being Authentic 300</p> <p>Looking Out! You’re Always Being Watched 300</p> <p>Avoiding Being a Busy Fool 300</p> <p>Knowing Where to Draw the Line 301</p> <p>Raising Your Hand High 301</p> <p>Being a Healthy (Self) Critic 302</p> <p>Talking Yourself Up 302</p> <p>Modelling Yourself 303</p> <p>Avoiding the Lonely Hearts Club 303</p> <p><b>Chapter 21: Ten Tips for Engaging People 305</b></p> <p>Earning People’s Respect 305</p> <p>Being Bolder 306</p> <p>Making Things Meaningful 306</p> <p>Striving to Gain Commitment 307</p> <p>Getting the Most from Measurement 307</p> <p>Avoiding Being a Victim of Change 307</p> <p>Celebrating People’s Contributions 308</p> <p>Striking While the Iron’s Hot 309</p> <p>Making a Good Team Great 309</p> <p>Creating Time for Coaching 309</p> <p>Index 311</p>

<p><b>Dr John Marrin</b> is founder of Marwel & Co., which specialises in leadership development and employee engagement. He is a leading authority on how leaders of organisations totally engage their directors, managers and employees to enhance their commitment to deliver improved performance. He is a leadership coach and organisation development specialist to a wide range of clients including large multinationals, privately owned businesses and public sector organisations.

<p><b><i>Learn to:</i></b> <ul> <li>Find your style of leadership</li> <li>Guide people through organisational change</li> <li>Lead a team spread across different locations</li> <li>Become a better and more effective leader</li> </ul> <p><b>The quick, easy way to become an effective leader</b> <p>Written by one of Britain's most sought-after leadership coaches, this book is your gateway to becoming an effective leader. Gleaned from the wisdom acquired by working with hundreds of highly successful leaders from the world of business, <i>Leadership For Dummies</i> is fortified with practical tips and skill-building exercises guaranteed to get you up and running with all the confidence and skills you need to lead any team, department or organisation successfully – in no time! <ul> <li> <b>What's in a name</b> – come up with a definition of 'leadership' that really works for you and zero-in on your leadership strengths and weaknesses</li> <li> <b>Know thyself</b> – find out why authenticity is key to becoming an effective leader, and how self-knowledge enables you to meet the challenges of leadership</li> <li> <b>Follow the leader</b> – cultivate the qualities people respond to in a leader, and inspire them to deliver their best every time</li> <li> <b>Not-so-secret agent</b> – become a change agent who leads teams, departments and even entire organisations through changes, big and small</li> <li> <b>Teaming up</b> – discover tried and tested tips for leading different kinds of teams and how to overcome the challenges each presents</li> </ul> <p><b>Open the book and find:</b> <ul> <li>The difference between managing and leading</li> <li>Ways to gain the commitment of people who work for and with you</li> <li>How to lead, starting with yourself</li> <li>Ways to steer people through change successfully</li> <li>How to increase your influence in your organisation</li> <li>Techniques to lead different types of teams</li> <li>Methods to motivate difficult people</li> <li>Tips on building senior leadership teams</li> </ul>

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