Description
Book SynopsisGenerally, leadership is about influencing people to make big things happen. Management is a process of organizing people to get things done. They are different skills, but equally critical to success in today's workplace. The key is to know which approach works best in which situation.
Written in a clear, simple style, Self-Coaching Leadership redefines and demystifies the journey to leadership. Angus McLeod's no-nonsense thinking, straightforward approach and practical tools enable readers to more easily identify when a leader is needed - and coach themselves toward improved influence, performance and effectiveness.
Table of ContentsList of illustrations xi
About the author xiii
Preface xvii
Acknowledgments xxiii
PART ONE LEADERSHIP OF SELF 1
1 Time 3
Lock-in syndrome 5
Fire-fighting 7
Busy heads 12
The step back 12
Busy bodies 13
Silent time for reflection 20
2 Life balance 27
Where there is a will, there is a way 28
Honoring jobs done 34
3 Personal goals 37
The pre-goal method 37
The Stretch Zone 42
4 Wheel of work 47
Segments of the wheel 47
5 Solution thinking 55
Deep Thought solutions 57
Flexible thinking and the multiple intelligences 59
6 Applying personal changes 63
Reducing work time 64
PART TWO INFLUENCE: LEADERSHIP OF OTHERS 67
7 Widening and narrowing attention 69
Further questions 69
Changes: Overt motives made clear 73
8 Rapport skills and building trust 75
Rapport skills 76
Beginnings, middles and ends 77
Honoring and celebration 82
Mindsets for rapport and trust 84
Trust 86
9 Relationship building: putting it together 89
10 Leadership qualities 93
Traits, trust factors and people skills 93
Trust factors 94
Trait: Clear communicator 96
Trait: Straight-talker 100
Trait: Flexibile 101
Trait: Reliable and consistent (TF) 104
Trait: Accepts responsibility (TF) 106
Trait: Discrete (TF) 108
Trait: Credible 108
People skill: Listens intently 119
People skill: Understands others 136
People skill: Supportive (TF) 137
People skill: Interested in me (TF) 139
11 Other influencing skills of the leader 141
Accommodation, compromise and collaboration 142
12 Mindsets for leaders 153
13 Motivation 155
Motivation: Under- and over-managing 156
Motivation: Mentoring and coaching 160
The 1-2-1 meetings 179
Facilitating all 1-2-1s 180
New staff 1-2-1 192
Understanding stress 195
Probing the Wheel of Work 197
14 My Own 1-2-1 209
15 Influencing peers and bosses 213
16 Strategic influence 217
What I need to communicate 217
The strategy for action 222
17 Managing meetings 223
Agenda frames for behaviors and outcomes 223
Meetings: Factoring for success 226
18 Developing Talent 233
Organizational character overview 234
PART THREE SELF-LEARNING FOR LEADERS 237
19 The Real Thing at work 241
Being and doing 244
Recalibrating authenticity for work 248
Maintaining progress 254
20 Self-awareness for leaders 255
Feedback for leaders 256
21 Emotional Intelligence 263
Working to improve EI 266
Epilogue 275
References 277
Index 279
