دانلود کتاب Nine Practices of 21st Century Leadership: A Guide for Inspiring Creativity, Innovation, and Engagement

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Cover Endorsements Half Title Title Page Copyright Page Dedication Contents Foreword, Second Edition Foreword, First Edition Preface, Second Edition Preface, First Edition SECTION I: DEMYSTITIFYING 21ST CENTURY LEADERSHIP 1. Clarifying Why Leadership Is Confusing Introduction Reason 1: Leadership Is Like a Role but Different Defining “Role” Leadership Differs from a Role Does “Leadership” Include a Set of Roles or Qualities? Conclusion Reason 2: Leadership Is More than a Set of Qualities Many Authors Explain Leadership in Terms of Qualities Leadership Qualities Are Necessary but Not Sufficient Conclusion Reason 3: Leadership Is Like a Skill but Different Leadership Is Like a Skill Leadership Is More than a Skill Conclusion Reason 4: Some Leadership Theories Overlap with Leadership Styles Leadership Theories Explain Leadership Behaviors Leadership Theories Referenced as Leadership Styles Conclusion Reason 5: Leadership Is Like Management, but Different Introduction Management Defined Management Categories Organization Managers Process Managers Project Managers Managers of People Three Performance Needs Management and Leadership Can Accomplish the Same Tasks Leadership Differs from Management Conclusion Reason 6: The Meaning of Leadership Is Changing Summary 2. Defining 21st Century Leadership Introduction Definition of 21st Century Leadership and Desired Results Desired Results Introduction Immediate Results Fulfilled Needs Removed or Reduced Performance Barriers Improved Performance Short and Long-Term Results Cultural Results Partnership Results Individual Growth Results Business Results Societal Results Conclusion Maturing Mental and Moral Qualities, Capabilities, and Behaviors Maturing Mental Qualities Maturing Moral Qualities Maturing Capabilities Maturing Behaviors Bidirectional Seven Principles, Twenty-Six Beliefs, and Nine Practices Summary: What to Do 3. Revealing Traditional Leadership and Assumptions Introduction Traditional Leadership Definition Traditional Leadership Includes Accidental Leaders The Extreme Case of Traditional Leadership Why Anyone Would Practice Traditional Leadership Traditional Leadership Assumptions Assumption 1: Leaders Need Authority Rationale Why the Leaders Need Authority Assumption Is Wrong Assumption 2: Leaders Are Heroes Who Leave a Legacy Assumption 3: Intimacy Weakens Leadership Assumption 4: Giving Away Power Weakens Leadership Assumption 5: Only One Person—Typically a Manager—Functions as the Leader Assumption 6: The Leader Is the Smartest Assumption 7: Team Members Are the Cause of Unproductivity Assumption 8: Team Members Cannot Be Trusted Assumption 9: Team Members Are Less Important than Revenue, Profit, Operational Costs, and Leaders Assumption 10: Talking Is More Important than Listening Assumption 11: Recognition Is a Formal Process Assumption 12: Leadership Requires Little or No Training Assumption 13: Leaders Know How Effective Their Leadership Is Summary: What to Do 4. Explaining 21st Century Leadership Principles and Beliefs Introduction: Because of the Environment and Our Brains, We Need Guiding Principles. Seven Leadership Principles and Beliefs Principle 1: Believe in Others How Growth and Fixed Mindsets Affect Believing in Others Mindsets Fixed Mindset Growth Mindset People Can Shift Mindsets How Fixed and Growth Mindsets Affect Believing in Others Belief 1: Intelligence Isn’t Static and Can Be Developed Continuously Belief 2: Everyone Can Practice Leadership Regardless of Role Principle 2: Connect with Others Psychological Safety Ingroup and Outgroup Belief 3: Being Vulnerable and Getting to Know Others Builds Trust Without Trust, It Is Difficult to Maintain Relationships Getting to Know Others Builds Trust Belief 4: Sharing Your Mistakes Builds Credibility Belief 5: Celebrations Build Community, Connect Events to Values, Renew Commitment, Promote Social Support, and Improve Everyone’s Well-Being Principle 3: Put Others First Belief 6: Giving Credit for Accomplishments to Others Is More Important than Taking Credit Belief 7: Employees Serve Customers Before Serving Management Belief 8: When Outcomes Are Disappointing, Accepting Responsibility but Never Blaming Is Critical for Personal Accountability Belief 9: Leadership Is Action That Focuses on Others and Not the Actor Belief 10: Volunteering Time, Energy, Resources, Ego, and Previous Priorities to Help Others Inspires Loyalty and Commitment Principle 4: Give Up Control Belief 11: Control Erodes Relationships Belief 12: Leading Well Is about Empowering Others Belief 13: By Making Yourself Dispensable, You Make Yourself Indispensable Belief 14: Command and Control Is a Shared Responsibility Principle 5: Encourage Growth Belief 15: Helping Others Figure Out Their Development Enhances Their Ability to Contribute Belief 16: Encouraging People to Grow and Leave Their Role Contributes to Organizational Growth Belief 17: Allowing Teams to Make Mistakes Enables Them to Be Open with Their Mistakes and Learn from the Experience Belief 18: If You Change the Conditions in Which Others Operate, You Can Change Their Behaviors Principle 6: Collaborate with Others Belief 19: Organizational Charts Limit Thinking Belief 20: Considering Problems from a Systemic Perspective Minimizes Using Blame Belief 21: Leadership Doesn’t Reside with One Person Belief 22: Influence Comes from All Directions Belief 23: Leadership Practices Work the Same with All Populations Including Peers, Customers, Supervisors, and Subordinates Principle 7: Develop Leadership Practices Continuously Belief 24: To Become Fluent in Leadership, You Need to Practice Leadership Regularly and Monitor Your Effectiveness Knowledge Conformational and Corrective Feedback Belief 25: Knowing Everything about Leadership Isn’t Enough Belief 26: Leadership Involves Helping Others Learn Leadership Summary SECTION II: IMPROVING PERFORMANCE WITH SYSTEMIC THINKING 5. Practice 1: Analyzing Like Detectives Introduction: Importance and Benefits of Analyzing Like Detectives Characteristics of Analyzing Like Detectives Rummler’s Fundamental Laws of Organizational Systems Law 1: Understanding Performance Requires Documenting the Inputs, Processes, Outputs, and Customers That Constitute a Business Law 2: Organization Systems Adapt or Die Law 3: When One Component of an Organization System Optimizes, the Organization Often Suboptimizes Law 4: Pulling Any Lever in the System Will Have an Effect on Other Parts of the System Law 5: An Organization Behaves as a System, Regardless of Whether It Is Being Managed as a System Law 6: If You Pit a Good Performer against a Bad System, the System Will Win Almost Every Time Conclusion Anatomy of Performance and the Human Performance System Introduction Anatomy of Performance of Organizations (Organization Level) The Human Performance System (Performer and Process Levels) Identifying Trouble Spots in the Human Performance System Conclusion The Performance Chain Model and the Six Boxes® Model Introduction Performance Chain Overview Six Boxes® Model Overview Common Mistakes with Influencing Behaviors Mistake 1: Attempt to Influence without Focusing on the Valuable Accomplishments Needed to Support Desired Business Results Mistake 2: Attempt to Influence without Collaborating with Other Departments Mistake 3: Attempt to Influence with Only One Category Mistake 4: Using Influence to Optimize a Subsystem While Compromising the Whole System Troubleshooting with the Six Boxes® Model Conclusion Leading Examples Individual Contributor Leading Example: Investigating Inventory Losses Manager Leading Example: Investigating Opportunities through Skip-Level Dialogues Executive Leading Example: Mapping the Primary and Support Processes Background Clint Analyzes the Organization Results Summary: What to Do Summary What to Do Word of Caution 6. Practice 2: Diagnosing and Treating Like Doctors Introduction: Importance and Benefits of Diagnosing and Treating Like Doctors Characteristics of Diagnosing and Treating Like Doctors Rummler’s RIP Introduction Phase I (Analysis and Diagnostics): Desired Results Determined and Project Defined Phase II (Analysis and Diagnostics): Barriers Determined and Changes Specified Phase III (Treatment): Changes Designed, Developed, and Implemented Phase IV (Treatment): Results Evaluated and Maintained or Improved Conclusion Leading Examples Introduction Individual Contributor Leading Example: Diagnosing and Treating Project Management Manager Leading Example: Diagnosing Ineffective Performers Executive Leading Example: Diagnosing Fighting Fires Summary: What to Do Summary What to Do Word of Caution 7. Practice 3: Finding Key Behaviors Like Social Psychologists Introduction: Importance and Benefits of Finding Key Behaviors Like Social Psychologists Mistakes That Occur When Not Using This Practice Reason 1: Difficulty Finding Key Behaviors Reason 2: Promoted Due to Technical Capabilities Reason 3: Choose Not to Develop Change Management Capabilities Characteristics of Finding Key Behaviors Like Social Psychologists Think Like Social Psychologists Setting Goals and Measures Systematic Approach for Finding Key Behaviors Grenny et al. on Finding Key Behaviors Duhigg on Finding Key Behaviors Influencing and Adopting New Key Behaviors Grenny et al.’s Six Sources of Influence for Influencing Key Behaviors Duhigg and Influencing Key Behaviors Leading Examples Individual Contributor Leading Example: Inspiring Multidirectional Collaboration Manager Leading Example: Changing the Selling Process Executive Leading Example: Eliminating Tribal Knowledge Summary: What to Do Summary What to Do Word of Caution SECTION III: SUPPORTING CHANGE 8. Practice 4: Communicating Like Agents Introduction: Importance and Benefits of Communicating Like Agents Clarification: Differences among Practices Aligned to Communication Characteristics of Communicating Like Agents Tactics for Influencing Others to Take Action Point of Clarification between Teams and Groups Influence Tactics for Those Assigned to Manage Individual Contributors and Teams Tactics for All Formal Roles to Influence Others to Act Marquet’s Intent-Based Leadership (IBL) Begin with the End in Mind IBL Conclusion Drexler/Sibbet Team Performance Model Leading Examples Individual Contributor Leading Example: Knowledge Sharing across Teams Manager Leading Example: Transitioning from Traditional C2 to a Shared C2 Executive Leading Example: Blaming the VP Summary: What to Do Summary What to Do Word of Caution 9. Practice 5: Directing Like Guides Introduction: Importance and Benefits of Directing Like Guides Characteristics of Directing Like Guides Assessing Abilities Using Situational Leadership® II SLII® Example Techniques for Building Capability Bandura’s Vicarious Learning Cognitive Apprenticeship Grenny et al.’s Tactics for Influencing Personal Ability Leading Examples Individual Contributor Leading Example: Helping an Aircraft Maintainer Build Competence Manager Leading Example: Transitioning from Academic to Business Writing Executive Leading Example: Transitioning a Training Department Summary: What to Do Summary What to Do Word of Caution 10. Practice 6: Nurturing Like Gardeners Introduction: Importance and Benefit of Nurturing Like Gardeners Characteristics of Nurturing Like Gardeners Grenny et al.’s Structural Ability Tactics Make It Easy: Handshaw and Performance-Support Solutions Leading Examples Individual Contributor Leading Example: Using Job Aids for Performance Support Manager Leading Example: Establishing Department Standards Executive Leading Example: Making Managers More Accessible by Changing the Space Summary: What to Do Summary What to Do Word of Caution SECTION IV: ADDING VALUE 11. Practice 7: Facing the Unknown Like Lions Introduction: Importance and Benefits of Facing the Unknown Like Lions Characteristics of Facing the Unknown Like Lions Serious Listening Why Listening Is Undervalued, Underrated, and Challenging Graves’ Five Levels of Listening Miscommunication Obtaining Feedback Kouzes and Posner on Receiving Feedback Goldsmith’s Feedforward Technique Using 360° Feedback Word of Caution Giving Feedback Leading Examples Individual Contributor Leading Example: Hunter’s Leadership Assessment Manager Leading Example: Identifying Annual Leadership Objectives Using 360° Feedback Executive Leading Example: Obtaining Executive Team Feedback for a General Manager Summary: What to Do Summary What to Do Word of Caution 12. Practice 8: Developing Like Scouts Introduction: Importance and Benefits of Developing Like Scouts Characteristics of Developing Like Scouts Robinson and Schroeder’s Mechanisms for Innovation: Idea Activators and Idea Mining Kouzes and Posner’s Tactics for Generating New Ideas Leading Examples Individual Contributor Leading Example: Vendor Management Process Manager Leading Example: Starting a New Training Department Executive Leading Example: College Competition Sponsorship Summary: What to Do Summary What to Do Word of Caution 13. Practice 9: Communicating Like Broadcasters Introduction: Importance and Benefits of Communicating Like Broadcasters Characteristics of Communicating Like Broadcasters Maxwell’s Eight Guidelines for Connecting with Others Leading Examples Individual Contributor Leading Example: Sharing Technical Expertise Manager Leading Example: Leadership Development Breakfast Club Executive Leading Example: Sharing Leadership at the Corporate Office Summary: What to Do Summary What to Do Word of Caution SECTION V: CONTINUING TO GROW 14. Maturing and Sustaining Your Leadership Practices Introduction The Leadership Development Process Step 1: Foundation Step 2: Feedback Step 3: Friction Step 3.A: Share Results Step 3.B: Apologize Step 3.C: Ask for Help Step 3.D: Get Started Step 4: Follow-Up The 21st Century Leadership Development Roadmap Stage I: I Know Characteristics What You Need to Advance to Stage II Stage II: I Don’t Know Characteristics What You Need to Advance to Stage III Stage III: I Know That I Don’t Know Characteristics What You Need to Advance to Stage IV Stage IV: I Don’t Know What I Don’t Know Characteristics What You Need to Maintain Stage IV What to Do: Using the Roadmap to Sustain Your Journey 15. Considering Organizational Implications Introduction Managing the Strategy Portfolio The Competitive Advantage of Having Employees at All Levels Practice Leadership The Way Organizations Form, Monitor, and Refine Their Strategies Building Teams with Diversity and Inclusion Rethinking Leadership Development Advancing 21st Century Leadership Afterword: The Fundamental Attribution Error Appendix I: 21st Century Leadership Definition, Principles, Practices, and Results Appendix II: 21st Century Leadership Principles, Beliefs, and Practices Alignment Appendix III: Traditional Leadership Assumptions and Related Consequences Appendix IV: Nine Practices Appendix V: Nine Practices 360° Feedback Diagnostic Tool Appendix VI: Related Quality Terms Appendix VII: Intent-Based Leadership (IBL) Manifesto Endnotes Bibliography Index Acknowledgments Author