First-time Leader provides basic frameworks, processes, and tools to help first-time leaders and their teams deliver better results faster. Leading is about inspiring and enabling others to do their absolute best, together, to realize a meaningful and rewarding shared purpose. Authors George Bradt, Managing Director of PrimeGenesis, and Gillian Davis, Managing Director of AlanKey, show how to achieve these results through the BRAVE acronym: Behaviors, Relationships, Attitudes, Values, Environment. Learn the three stages of team development, and get advice for specific leadership situations including onboarding yourself, onboarding others, and crisis management.
"The strength of this book is in the help it provides to the first time leader who wants to get the group off to a good start."NACADA
"Other books for first-time leaders put too much emphasis on management processes like delivering difficult feedback, firing employees, etc. These are important issues and we address them in “First-Time Leader,” but other books lack a framework to help managers become leaders by uniting the team around a shared purpose." Prime Genesis
In this leadership book, 42 Rules for Creating WE offers new insights from thought leaders in neuroscience, organizational development, and brand strategy, introducing groundbreaking practices for bringing the spirit of WE to any organization, team or cause.
This is a classic book that delves into the nifty gritty that is involved in leadership. Being a book that is an update of its previous editions, it is a modern approach that includes the modern leadership methods and the attributes that a leader requires to be successful in the 21st
In Strengths Based Leadership, #1 New York Times bestselling author Tom Rath and renowned leadership consultant Barry Conchie reveal the results of their research. Based on their discoveries, the book identifies three keys to being a more effective leader: knowing your strengths and investing in others’ strengths, getting people with the
To strive and fail to be chosen for a leadership role is painful; to strive and succeed can be downright intimidating. Why? Because taking a new role means leaving behind the confines of what you know how to do well and embarking on an often uncomfortable journey of personal development. Or
Leadership experts and specialists estimate that 99% of all leadership occurs not from the top but from the middle of an organization. Usually, an organization has only one person who is the leader. So, what do you do if you are not that one person? Leading in all directions will require
The New Boss is a guide for newly appointed senior managers to make a successful leadership transition.
Make choices around strategy and then be sure your posture and culture are in sync with those choices.
The context for your leadership is made up of the business environment, organizational history, and recent results.
Learn about the historical context, business and competitive environment, and recent results. Don’t be afraid to ask.
Once the detailed plan is in play continually monitor its progress against your stated goals to ensure what you thought will happen is happening in a timely manner.
When moving into that first-time leadership role, get a head start, manage your message and build your team.
Where managing is about organizing, coordinating, and telling, leading is about inspiring and enabling and co-creating.
The number one problem first-time leaders face is failing to understand that leading requires entirely different strengths than doing or managing.