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Table of Contents
Cover
Half Title
Title Page
Copyright Page
Table of Contents
Foreword
Acknowledgments
About the Author
Introduction
Chapter 1 Having the Top Job Doesn't Make You the Leader
Looking for Eggs in a Shoe Shop
When the Eggs Have Passed Their Use-by Date
Empathy Is Only Half the Story
Group Empathy
The Leader's Power Tools
Conclusion
Note
Chapter 2 Unity in the War Room
Letting Go of Old Paradigms
What Is in the Gap?
Discovering the Strange Attractors in Groups
Forming Connections on New Criteria
Feelings Are an Organization's Life Blood
Increasing Cohesion
To Alienate and Exclude Is Too Easy
Eight Behaviors Defensive Leaders Overuse
Responsive Behaviors Build Relationships
Why People Reject You and What You Can Do About It
Feeling Rejected Is a Powerful Emotion
Seven Reasons Why People Reject You
What Can You Do About This?
Conclusion
References
Chapter 3 The Profound Value of Movement and Distance for Leaders
Navigating the Complexity of Multi-Force Stakeholder Dynamics
Championing Subjective Measures
The Downside of Empathy-Too Close for Comfort
Danger Territory: When the Chasm Emerges, and the Lifelines are Down
Leader-led
Group-Centered Leadership
Leading Group-Centered Discussions
Who Is In, Who Is Out, and Why That Matters
How Do We Include or Exclude?
It's Too Easy to Exclude
Mindset and Language
Every Word Matters
References
Chapter 4 Reading People Not Content
Navigating the Right Relationships with Multiple Stakeholders
Mind the Gap
Interpersonal Perception Matters
The Sociometric Jolt
Reading the Emotional Tone of the Group
Just Who Is the Customer?
From Chugging Along to Overdrive: Presentations and Decisions
Collaboration
System Not Linear Thinking in Learning to Read People
Conclusion
Notes
Chapter 5 The Everyday Relationships We Fail to Recognize: Structure Is Only Half the Picture
Structure Is Only Half the Picture
No Surprises
Aligning with the Stars
System Failure in Plain Sight
At the Heart of the Matter
Ambivalence in Action
Gang Behavior versus Companionship
The Best Business Relationships Are Emotional
Push the Reset Button in Informal Relationships
The Glaring Gap in Business Continuity Planning
Informal Networks Cut Across Structural Lines
The World Once Seemed Flat: Why Do We Act If It Still Is?
Just What Is Going on Here?
Conclusion
Works Cited
Chapter 6 The Power of Purpose
Focus Preparation on Outcomes, Not Content
Are You More Likely to Invite and Inspire or to Consult and Manipulate?
So, What Does Work?
The Invite and Inspire Mindset
Alignment Encompasses Significant Differences
Keeping Your Ego Out of the Equation
Alignment Encompasses Significant Differences
Conclusion
References
Half Title
Title Page
Copyright Page
Table of Contents
Foreword
Acknowledgments
About the Author
Introduction
Chapter 1 Having the Top Job Doesn't Make You the Leader
Looking for Eggs in a Shoe Shop
When the Eggs Have Passed Their Use-by Date
Empathy Is Only Half the Story
Group Empathy
The Leader's Power Tools
Conclusion
Note
Chapter 2 Unity in the War Room
Letting Go of Old Paradigms
What Is in the Gap?
Discovering the Strange Attractors in Groups
Forming Connections on New Criteria
Feelings Are an Organization's Life Blood
Increasing Cohesion
To Alienate and Exclude Is Too Easy
Eight Behaviors Defensive Leaders Overuse
Responsive Behaviors Build Relationships
Why People Reject You and What You Can Do About It
Feeling Rejected Is a Powerful Emotion
Seven Reasons Why People Reject You
What Can You Do About This?
Conclusion
References
Chapter 3 The Profound Value of Movement and Distance for Leaders
Navigating the Complexity of Multi-Force Stakeholder Dynamics
Championing Subjective Measures
The Downside of Empathy-Too Close for Comfort
Danger Territory: When the Chasm Emerges, and the Lifelines are Down
Leader-led
Group-Centered Leadership
Leading Group-Centered Discussions
Who Is In, Who Is Out, and Why That Matters
How Do We Include or Exclude?
It's Too Easy to Exclude
Mindset and Language
Every Word Matters
References
Chapter 4 Reading People Not Content
Navigating the Right Relationships with Multiple Stakeholders
Mind the Gap
Interpersonal Perception Matters
The Sociometric Jolt
Reading the Emotional Tone of the Group
Just Who Is the Customer?
From Chugging Along to Overdrive: Presentations and Decisions
Collaboration
System Not Linear Thinking in Learning to Read People
Conclusion
Notes
Chapter 5 The Everyday Relationships We Fail to Recognize: Structure Is Only Half the Picture
Structure Is Only Half the Picture
No Surprises
Aligning with the Stars
System Failure in Plain Sight
At the Heart of the Matter
Ambivalence in Action
Gang Behavior versus Companionship
The Best Business Relationships Are Emotional
Push the Reset Button in Informal Relationships
The Glaring Gap in Business Continuity Planning
Informal Networks Cut Across Structural Lines
The World Once Seemed Flat: Why Do We Act If It Still Is?
Just What Is Going on Here?
Conclusion
Works Cited
Chapter 6 The Power of Purpose
Focus Preparation on Outcomes, Not Content
Are You More Likely to Invite and Inspire or to Consult and Manipulate?
So, What Does Work?
The Invite and Inspire Mindset
Alignment Encompasses Significant Differences
Keeping Your Ego Out of the Equation
Alignment Encompasses Significant Differences
Conclusion
References