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Leadership Learning Moments for the New & Maturing Leader
Leadership Learning Moments for the New & Maturing Leader
Leadership Learning Moments for the New & Maturing Leader
Ebook70 pages32 minutes

Leadership Learning Moments for the New & Maturing Leader

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Product Description

Leaders gain wisdom through experience. New leaders – lacking experience and wisdom – often struggle with understanding their role and particularly how they can impact the lives and productivity of their employees. Leadership Learning Moments for the New & Maturing Leader provides insight, inspiration, wisdom, and simple concepts to leaders as they work through gaining wisdom in the art and science of leading others. This is the 1st in a series of books consolidating Michael Holland’s weekly insights on leading well at all stages of leadership maturation.

LanguageEnglish
Release dateDec 12, 2011
ISBN9780984889310
Leadership Learning Moments for the New & Maturing Leader
Author

Michael Holland

Bangkok-based travel writer working throughout Southeast Asia.

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    Book preview

    Leadership Learning Moments for the New & Maturing Leader - Michael Holland

    Table of Contents

    Understanding the Role of a Leader

    Leverage Authority

    It’s a Balance

    Let Them Work Hard.  Motivate Them to Work Hard.

    Illuminating Behavior

    Give It Up

    Things You Lost – or Need to

    Why Do They Stay? What Do They Want?

    Believe Until You Believe

    Where Does Your Authority Come from?

    Your Inner Circle:  Catalyst or Anchor?

    Enable Accountability

    Coaching Up

    Performance Movie Reviews for Your Employees

    Stop.  Look.  Listen.

    Tackle the Right Issue

    The Bermuda Triangle of Employee Enablement

    The Power of the Positive

    Draw the Line.  You’re the Boss, not Their Best Friend.

    Discretionary Energy

    Feel the Beat

    Planting Seeds.  Watering Seedlings.

    Talent Acquisition

    Knock-Out Factors

    Look Who’s Talking

    What Are You Doing with the New Guy?

    Communication

    Right Message Delivered the Wrong Way

    The Email Crutch

    Listen to Increase Productivity

    Valuable Tips for Listening

    Your Unintended Message

    Courage to Communicate

    Motivation

    Smooth Handle

    Eating Emails for Lunch

    Dream to Be a Leader

    Trust – The Foundation

    Are you a D&D Leader?

    Panera Bread Tantrum

    Just Say No

    The 31st Employee

    Is That Fence Still Turned On?

    Building Core Muscles

    About the Author

    About Bishop House Consulting, Inc.

    ~~~~~~~

    Understanding the Role of a Leader

    ~~~~~~~

    Leverage Authority

    As a leader, you have authority over critical resources.  What’s the basis of that authority?  Generally, authority could be defined as the power, the right, the clout to influence people and get them to do what you want and need them to do.   But in active leadership we can delineate that definition a bit further. Here are several types of authority that can be leveraged:

    Legal – based on the ability to influence others because of your official authority and position;

    Expert – based on your knowledge and expertise;

    Reverent – based on respect for you and/or your knowledge and expertise;

    Reward – based on the giving or withholding of rewards;

    Punitive – based on the imposition—real or implied – of a penalty for fault, offense or violation.

    What type of authority do you think is most effective?  Well, that will depend on the dynamics of the situation, the culture, your leadership style and your leadership maturity. 

    Take Action:  Think back; who in your past – boss, parent, pastor, coach, teacher, etc. – has used the different types of authority with you and what were the behaviors you exhibited as a result of their authority?   

    Send yourself an email with a self-assessment of your leadership maturity.

    Back to top

    It’s a Balance

    Some managers may find that they are easily focused on the tasks of their team, while others tend to focus more heavily on the people aspects.  Ideally, it’s a balance. Remember – people come to work. That requires a manager to effectively manage both the people and the work demands

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