Leading at a Higher Level

But Cautious Performers Need a Supporting Style Self-Reliant Achievers Need a Delegating Style Development Level Varies from Goal to Goal or Task to Task The Importance of Meeting People Where They Are The Three Skills of a Situational Leader Diagnosis: The First Skill Flexibility: The Second Skill Partnering for Performance: The Third Skill Effective Leadership Is a Transformational Journey 6 SELF LEADERSHIP: THE POWER BEHIND EMPOWERMENT Creating an Empowered Workforce Creating Self Leaders Through Individual Learning The Three Skills of a Self Leader The First Skill of a Self Leader: Challenge Assumed Constraints The Second Skill of a Self Leader: Celebrate Your Points of Power The Third Skill of a Self Leader: Collaborate for Success 7 PARTNERING FOR PERFORMANCE Establishing an Effective Performance Management System Partnering and the Performance Management System Performance Planning: The First Part of a Performance Management System Performance Coaching: The Second Part of a Performance Management System Performance Review: The Third Part of a Performance Management System Partnering as an Informal Performance Management System One-on-Ones: An Insurance Policy for Making Partnering for Performance Work 8 ESSENTIAL SKILLS FOR PARTNERING FOR PERFORMANCE: THE ONE MINUTE MANAGER One Minute Goal Setting Areas of Accountability Performance Standards Goals Need to Be Clear Reaching Goals Requires Feedback Performance Reviews Can Undermine Performance Limit the Number of Goals Good Goals Are SMART Goals One Minute Praisings Be Immediate and Specific State Your Feelings Praisings Are Universally Powerful Being Close Counts Make Time for Praisings Reprimanding Versus Redirection One Minute Reprimands Redirection Praisings and Redirection Are Key to Partnering for Performance The Fourth Secret of the One Minute Manager The One Minute Apology 9 SITUATIONAL TEAM LEADERSHIP Why Teams? Why Teams Fail Characteristics of a High Performing Team PERFORM Across the Organisation PERFORM in Action Team Beliefs and Attitudes Team Knowledge and Skills Situational Leadership II and High Performing Teams Stages of Team Development Why Is It Important to Understand the Stages of Development and Diagnose Team Needs? Team Leadership Styles Matching Leadership Style to Team Development Stage The Miracle of Teamwork 10 ORGANISATIONAL LEADERSHIP The Importance of Managing a Change Why Is Organisational Change So Complicated? When Is Change Necessary? Change Gets Derailed or Fails for Predictable Reasons Focus on Managing the Journey Surfacing and Addressing People's Concerns Organisational Leadership Styles Situational Leadership II and Change Involvement and Influence in Planning the Change 11 STRATEGIES FOR MANAGING A CHANGE Eight Change Leadership Strategies Strategy 1: Expand Opportunities for Involvement and Influence Strategy 2: Explain the Business Case for Change Strategy 3: Envision the Future Strategy 4: Experiment to Ensure Alignment Strategy 5: Enable and Encourage Strategy 6: Execute and Endorse Strategy 7: Embed and Extend Strategy 8: Explore Possibilities SECTION IV: HAVE THE RIGHT KIND OF LEADERSHIP 12 SERVANT LEADERSHIP What Is Servant Leadership? Applying Servant Leadership Great Leaders Encourage Their People to Bring Their Brains To Work What Impacts Performance the Most? Being a Servant Leader Is a Question of the Heart Driven Versus Called Leaders The Plight of the Ego What Servant Leaders Do Servant Leadership: A Mandate or a Choice Servant Leadership Helps Create a High Performing Organisation Servant Leadership Brings More Success and Significance 13 DETERMINING YOUR LEADERSHIP POINT OF VIEW Elements of a Leadership Point of View Your Leadership Role Models Your Life Purpose Your Core Values Your Beliefs about Leading and Motivating People What People Can Expect from You What You Expect from Your People How You Will Set an Example Developing Your Own Leadership Point of View