They are the “elite” - executives, highly educated professionals, investors, board members, experts in critical functions and others - whose special talents or positions give them unusual power and independence from those who seek to lead them.
Leading Leaders shows the reader how to develop one-on-one, up-close-and-personal relationships with these movers and shakers and how to leverage their expertise for better decision making.
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"Preface
Chapter 1. Leaders as Followers
Leading Without Authority
Leaders as a Different Breed of Cat
Leading Leaders against Iraq
French-Fried Leadership
Lessons for Leading Leaders
Chapter 2. Leading One-on-One
Defining Leadership
Leadership as Relationship
Communication as the Key to Leadership Relationships
Leadership up Close and Personal
Interest-Based Leadership
Choosing the Right Leadership Medium
The Building Blocks of Leadership Relationships
Work on the Relationship
Chapter 3. The Art of Strategic Leadership Conversation
The Game of Strategic Conversation
The Case of Hans Brandt
Seven Rules for Strategic Conversations
Define and Stay Focused on Your Goal
Get to Know the Other Person and Especially That Person's Interests
Appeal to and Shape Those Interests
Anticipate the Other Person's Possible Actions and Reactions
Generate Options Together
Evaluate the Options Using a Fair Process
Decide and Gain Commitment for the Decision
Chapter 4. The Seven Daily Tasks of Leadership
A Follower's Guide to Leadership
The Multi-Tasking Leader
Chapter 5. Task No. 1: Direction - Negotiating the Vision
Determining the Direction, the Way, the Vision
Visionary Prophet or Visionary Diplomat?
Securing Commitment to the Direction
Overseeing Direction
Negotiating a Vision for Goldman Sachs
Negotiating a Direction
Conclusion: Rules for Negotiating a Direction
Chapter 6. Task No. 2: Integration - Making Stars a Team
Custodial Leadership?
The Follower's Dilemma
Barriers to Integration
No Perceived Common Interests
Lack of Felt Shared History
Too Much Bad History
Poor Internal Communications
Cultural Differences
Spoilers
Divide-and-Conqueror Leadership
Removing the Barriers to Integration
Make Common Interests Apparent Through Meaningful Activity
Make History
Bridge the Cultural Divide
Become a Communications Engineer
Co-Opt or Isolate Spoilers
Adopt a Unite-and-Empower Style of Leadership
Conclusion: Rules for Creating Integration
Chapter 7. Task No. 3: Mediation - Settling Leadership Conflicts
The Leader as Mediator
Robyn v. Luis
The First Step: Understand Interests
Your Role as Leader-Mediator
Process
Communications
Substance
Mediation Power Tools
Reward
Coercion
Expertise
Legitimacy
Reference
Coalitions and Networks
Conclusion: Rules for Using Mediation Power Tools
Chapter 8. Task No. 4: Education - Teaching the Educated
Leaders as Managers of the Learning Process
Diagnosing the Learning Problem
Know Your Students, but Don't Treat Them Like Students
Use Existing Frameworks and Terminology
One-on-One Education
Advise and Consent, Not Command and Control
Framing the Problem
Never Give a Solo Performance
Conclusion: Rules for Educating the Educated
Chapter 9. Task No. 5: Motivation - Moving Other Leaders
The Nature of Motivation
Interest-Based Motivation
Motivating the Person Who Has Everything
One Size Does Not Fit All
Motivation, Not Manipulation
Convincing Conviction
Looking Ahead and Feeding Back
Conclusion: Rules for Providing Motivation
Chapter 10. Task No. 6: Representation - Leading Outside the Organization
The Demands of Representation
The Functions of Leadership Representation
Resource Acquisition
Relationship Management
Image Projection
A Tale of Two Photos
Choosing Your Shots
The Leader's Mandate
A User's Guide to Representation
The Loyal Leader
Interest-Based Representation
Conclusion: Rules for Leadership Representation
Chapter 11. Task No. 7: Trust Creation Capitalizing Your Leadership
Trust Me
What is Trust and Why is it Important?
Raising Trust Capital
Openness
Trust by Increments
Obstacles to Trust
Conclusion: Rules of Trust
Index"
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