Description
Book SynopsisLeaders and aspiring leaders looking to be successful in their company or organization must accept the role that politics plays in the daily happenings of the workplace. Great leadership includes the ability to not only be competent, educated, and well-versed in the tenets of the role, but also be perceived by others as competent in most all aspects of the mission with which he has been charged. At times, using perception appropriately will provide a sense of security that is needed for the leader to navigate political situations accurately and efficiently. This only truly occurs if one uses perceptive tools and techniques to ensure that one is viewed in a positive light even though they may not be the most qualified in a specific area of his role. It is impossible for one individual to be great at all things; however, an individual can be perceived that way. This books is an excellent resource for aspiring leaders looking for promotion in the workplace.
Trade ReviewLeadership is vital today, perhaps more so than ever before. An essential component to sustain successful organizations is strong and collective leadership. Rich Tomko’s book Perception is Key: How Leaders Today Can Navigate Workplace Politics provides a plethora of suggestions to help those practicing leadership to identify specific actions and attitudes that will enhance their ability to read, acknowledge, and influence others. As a student in my MBA class on leadership, Rich demonstrated strong ability to connect ideas and frameworks to practical applications. Connecting theory and practice is an important value for leadership development. Readers of this book will find similar value to their own development.
-- Rick Milter, PhD, professor, Johns Hopkins Carey Business School
Table of ContentsForeword
Preface
Acknowledgement
Why Read this Book?
Chapter 1: Politics 101
Chapter 2: Perception in Workplace Politics
Chapter 3: Why Do We Cut Our Grass?
Chapter 4: Perception Defined Across Careers and Industries
Chapter 5: Polioptics
Chapter 6: Using Perception to Navigate Workplace Politics
Chapter 7: Becoming Aware as a Leader
Chapter 8: Modeling Your Skill Set
Chapter 9: Pride in Performance
Chapter 10: Competitive Persuasion for Leaders
Chapter 11: Diction in Leadership
Chapter 12: Every Day is an Interview
Chapter 13: Perception and Planning (Short-term and Long-term Goal Setting)
Chapter 14: Words of Power and Promise to be (or not to be) Perceived As
Chapter 15: Learning from the Leadership of Others: Change Leadership vs. Change Management
Chapter 16: Culture, Perception, and the Workplace
Chapter 17: Competency
Chapter 18: The Gold Standard Rule: Question Before Comment
Chapter 19: Using Perception to Navigate Workplace Politics
Chapter 20: Perception is Key
