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What does it take to become an effective executive?

Anyone with that dream goal will want to know the answers to the six questions around which this book is organized: Who are you? What’s your strategic story? Can you sell your story? Can you organize to help not hinder? Are you a Change Master? Can you transform intangible asset pools into tangible financial results?

For easy apprehension, this unusual volume presents 140 concepts, one per short chapter each with an explanation, examples, visual diagrams, and challenging questions. Participants in 200+ three to five day seminars worldwide (US, Canada, Europe, Africa, Asia, South America and the Middle East) have been energized by these concepts and their applications to their careers and personal lives.

Table of Contents

  1. Cover
  2. Half-Title Page
  3. Title Page
  4. Copyright
  5. Description
  6. Contents
  7. Preface
  8. Acknowledgments
  9. Section I Basics
    1. 1. Leading Strategic Change
    2. 2. Levels of Human Behavior
    3. 3. Leadership Point of View
    4. 4. Seeing What Needs To Be Done
    5. 5. Understanding All the Forces at Play
    6. 6. The Courage to Act
    7. 7. Leadership and Problems
    8. 8. What’s a “Problem?”
    9. 9. The Problem with Problems
    10. 10. Leader as Creator
    11. 11. Power and Leadership
    12. 12. The Diamond Model of Leadership
    13. 13. Choice and Obligation
    14. 14. Inside-Out or Outside-In
    15. 15. Buy-In
  10. Section II Who Are You?
    1. 16. The Northern Ball: Who Am I?
    2. 17. Early Childhood Development
    3. 18. The Most Important Question in Life
    4. 19. Intelligence
    5. 20. Self-Awareness
    6. 21. The Rational-Emotive-Behavior Model
    7. 22. Leadership and Self-Deception
    8. 23. Self-Concept
    9. 24. Career Concepts
    10. 25. Develop Your Opinions
    11. 26. Balancing Your Life
    12. 27. Balancing Your Focus
    13. 28. Decision Making
    14. 29. Decision-Making Pyramid
  11. Section III The Unexplored Linkage Between Feel and Performance
    1. 30. Feel and Performance
    2. 31. Connecting Feel and Performance: Flow
    3. 32. What Do You Think of Flow?
    4. 33. The Resonance Model
    5. 34. Managing Your Energy: External and Internal Dreams
    6. 35. Preparation
    7. 36. Obstacles
    8. 37. Revisiting the Dream
  12. Section IV Global Business Leaders
    1. 38. The Importance of Global Business Leaders
    2. 39. Cultural Tolerance
    3. 40. Humility to Learn
    4. 41. Honesty
    5. 42. Patient Impatience
    6. 43. Well Spoken
    7. 44. Presence
    8. 45. Determination
  13. Section V What’s Your Strategic Story?
    1. 46. The Eastern Ball: Strategic Thinking: What’s Your Story?
    2. 47. Hope Is Not a Strategy
    3. 48. Ansoff’s Model of Strategic Growth
    4. 49. Porter’s Five Forces Industry Analysis
    5. 50. Value Chain
    6. 51. Boston Consulting Group Model
    7. 52. Design Thinking
    8. 53. The Ecological Model
    9. 54. Strategy as Revolution
    10. 55. The Experience Economy
    11. 56. The Innovator’s Dilemma
    12. 57. Good to Great Model
    13. 58. Strategy Maps
    14. 59. Scenario Planning
    15. 60. Chart Your Course
    16. 61. Mission Statements
    17. 62. Vision Statements
    18. 63. Values Statements
    19. 64. Strategy
    20. 65. Short-Term Operating Goals
    21. 66. The Importance of Having a Story
    22. 67. Analyzing Ethics
    23. 68. Ethical Leadership
    24. 69. Leadership and Diversity
  14. Section VI Can You Sell Your Story?
    1. 70. The Western Ball: Can You Sell Your Story?
    2. 71. Control
    3. 72. What Is Trust?
    4. 73. The Language of Leadership
    5. 74. Level One Techniques
    6. 75. Level Two Influence Techniques
    7. 76. Level Three Influence Techniques
    8. 77. The Relationship between Leadership Style and Buy-In
    9. 78. Identifying VABEs
    10. 79. A Formula for Mediocrity
    11. 80. Influencing at Level Three VABEs
    12. 81. The Dark Side of Level Three Influence with VABEs
    13. 82. Active Listening
    14. 83. The Language of Execution
    15. 84. Developing the Next Generation of Leaders
    16. 85. You Teach What You Tolerate
    17. 86. The Language of Influence
    18. 87. Team Life Cycles
    19. 88. Team Activities and Team Life Cycles
    20. 89. Distributed Leadership
    21. 90. Empowerment
    22. 91. Getting the Right People on the Team
    23. 92. Key Roles in Effective Teams
    24. 93. Dialogue Technique
    25. 94. One World-Class Team
    26. 95. Planned Team Obsolescence
  15. Section VII Organizational Architecture : Can You Organize to Help Not Hinder?
    1. 96. The Southern Ball: Can You Organize to Help Not Hinder?
    2. 97. Pyramid Organization: The Common Structure
    3. 98. M-Form Organization
    4. 99. The Matrix Organization
    5. 100. Organizational Control
    6. 101. A General Model of Organizational Architecture
    7. 102. Background Factors
    8. 103. Leadership Design VABEs
    9. 104. Design Decisions
    10. 105. Human Resource Related Systems
    11. 106. Systems Theory and Organizational Behavior
    12. 107. Recruitment and Selection
    13. 108. Job Design
    14. 109. Performance Appraisal
    15. 110. Reward Systems
    16. 111. Learning Systems
    17. 112. Organizational Culture
    18. 113. System Alignment
    19. 114. Organizational Glue
    20. 115. Organizational Life Cycles
  16. Section VIII Mastering the Change Process: Are You a Change Master?
    1. 116. The Southeast Axis: Leading Change
    2. 117. The Anti-Change Bowstring
    3. 118. Change Roles
    4. 119. Types of Change
    5. 120. Resistance to Change
    6. 121. Kurt Lewin’s Model
    7. 122. Mike Beer’s Model of Change
    8. 123. John Kotter’s Model of Change
    9. 124. Tim Gallwey’s Model of Change
    10. 125. The MIT (Nevis) Change Model
    11. 126. Change Is Like Dying Little Deaths
    12. 127. The Many Faces of Denial
    13. 128. Prochaska’s Model of Change
    14. 129. Peter Senge’s Model of Change
    15. 130. The Five P’s
    16. 131. The GE Model of Change
    17. 132. Susan Campbell’s Model of Change
    18. 133. Jim Clawson’s Model of Change
    19. 134. Managing Mergers and Acquisitions
    20. 135. Results of the Leadership Diamond
    21. 136. Human Capital
    22. 137. Social Capital
    23. 138. Organizational Capital
    24. 139. Core Capabilities
    25. 140. Customer Value Proposition
    26. 141. Tangible Financial Results
  17. Section IX Conclusion
    1. 142. Zoysia Grass
    2. 143. Be the Captain of Your Ship
  18. About the Author
  19. Index
  20. Backcover
3.81.222.152