Communicate Like a Leader: Connecting Strategically to Coach, Inspire, and Get Things Done
- 2h 16m
- Dianna Booher
- Booher Consultants, Inc.
- 2017
When it comes to leading, there is a critical difference between communicating as a boss and communicating as a bully. Celebrated communicator Dianna Booher explains why a leader’s success depends on knowing how to communicate strategically with audiences in an organization at their level of interest and relevancy.
Draw Them In, Don't Drive Them Away!
People often get promoted to leadership positions without knowing how to communicate an inspiring strategic vision to the people who report to them. So they focus on what they know: tactics, not strategy. As a result, they become stuck in micromanagement mode.
Dianna Booher wants to prevent micromanagement before it happens by providing you with the right leadership communication skills. Grounded in extensive research, this book offers practical guidelines to help professionals think, coach, converse, speak, write, meet, and negotiate strategically to deliver results. In thirty-six brief chapters, Booher shows you how to communicate effectively to audiences up and down the organization so you can fulfill your most essential responsibilities as a leader.
About the Author
Dianna Booher is CEO of Booher Consultants. Her clients include 9 of the 10 largest corporations in America and 140 of the Fortune 500 companies. She has won several awards including the Star Quality Award from IBM, the Lifetime Achievement Award from ASTD, and she was inducted into the National Speakers Association Hall of Fame. She was featured on Successful Meeting Magazine’s list of “21 Top Speakers for the 21st Century” and named one of the “Top 100 Thought Leaders in America” in 2007 and 2008 by Executive Excellence. Dianna is also the author of 44 books, which have collectively sold almost 4 million copies.
In this Book
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Introduction—The Challenge of Leadership Communication
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Communicating as a Leader and as a Manager
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Have a Ready Answer for THIS One Key Question—Always
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Make Sure the Team Knows the Deliverables
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Build a Culture of Trust
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Hire Based on Core Character and Competency
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Nix Micromanaging and other Negatives
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Squelch the Urge to Hoard
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Guide with Strategic Questions
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Dislodge Log-Jamming Directives
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Become a Coach, Not a Critic
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Give Kudos That Count
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Fire People to Be Fair
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Energize Rather than Demoralize
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Course-Correct Quickly after Bad Decisions
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Develop Your People
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Be Intentional about Your Communication Standards
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Be a Leader Who Laughs
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Respond Promptly in the Age of Twitter
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Learn to Apologize or Pay the Penalty
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Keep Your Networks Active
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Determine Your Goals, Value, and Walk-Away Point
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Adopt Strategic Negotiation Practices
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Aim to Do the Second Deal
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Increase Your Executive Presence
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Dump Your Data to a Storyline
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Engage with Great Stories
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Be Brief or Be Dismissed
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Prepare for Off-the-Cuff Comments
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Let Them See How You Think
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Trust the TA-DA Template™
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Use Social Media Strategically—Don't Spray Paint
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Consider a Meeting before the Meeting
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Plug Power into Your Agenda
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Make Little Meeting Matters a Big Deal
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Meet like You Mean Business
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Know Your Meeting ROI
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Next Steps
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Notes
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Bibliography
