From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership
- 4h 38m
- Guy Harris, Kevin Eikenberry
- John Wiley & Sons (US)
- 2011
Practical advice for making the shift to your first leadership position
The number of people who will become first-time supervisors will likely grow in the next 10 years, as Baby Boomers retire. Perhaps the most challenging leadership experience anyone will face isn't one at the top, but their first promotion to leadership. They must deal with the change and uncertainty that comes with a new job, requiring new skills, and they've been promoted from peer to leader. While the book addresses the needs of any manager, supervisor, or leader, it pulls from the best leadership and management thinking, and puts the focus on the difficulties that new leaders experience.
- Includes practical information for new managers who must supervise friends and former peers
- Authors are expert consultants who work with leaders at all levels
- Shows how to adopt the mindset of a leader, including: communicating change, giving feedback, coaching employees, leading productive teams, and achieving goals
This much-needed book can help new leaders get beyond the stress and fear to focus on becoming the most effective leader they can be-starting right now.
About the Authors
KEVIN EIKENBERRY is the Chief Potential Officer of The Kevin Eikenberry Group, a learning consulting company that provides a wide range of training and delivery services, and is the co-developer of the Bud to Boss™ Workshop. He has worked with numerous Fortune 500 companies, smaller firms, and universities, as well as with a variety of government agencies.
GUY HARRIS is the owner of Principle Driven Consulting, and is a master trainer and coach with The Kevin Eikenberry Group and the co-developer of the Bud to Boss™ Workshop. Previously, he was a nuclear engineering officer in the U.S. Navy, a manager in the chemical industry, and an entrepreneur.
In this Book
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From Bud to Boss—Secrets to a Successful Transition to Remarkable Leadership
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Chapter 1: A Note from the Authors
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Chapter 2: A Roadmap for This Book
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Chapter 3: Now What?
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Chapter 4: How to Get the Most from This Book
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Chapter 5: Common Concerns about the Transition to Leadership
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Chapter 6: Improving Your Results by Understanding Some Critical Components of Your Leadership Role
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Chapter 7: Confronting Important Changes You Face As a New Leader
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Chapter 8: Your Unseen Impact as a Leader and Why You Should Understand It
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Chapter 9: Why You Must Give Up Control to Gain Influence
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Chapter 10: How to Use the Power of Expectations for Greater Results
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Chapter 11: Before We Go Too Far, Or the Nature of Change
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Chapter 12: If Change Is A Choice, How Do We Decide?
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Chapter 13: How to Diagnose Why People Won’t Change
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Chapter 14: Why All Change Isn’t Created Equal, but the Principles Still Apply
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Chapter 15: How to Communicate Change Most Effectively
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Chapter 16: But What about Resistance?
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Chapter 17: Why You Need a Communication Model
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Chapter 18: Using the Disc Model of Human Behavior to Understand People
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Chapter 19: How You Can Connect and Communicate Better With People
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Chapter 20: Beyond Behavior—Using the Disc Model to Understand What Motivates People
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Chapter 21: The Nuts And Bolts of Communicating With Each Style
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Chapter 22: How to Make Your Communication More Powerful, Persuasive, and Memorable
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Chapter 23: The Other Side of Communication—Becoming a Better Listener
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Chapter 24: Your Kick Start to Winning Presentations
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Chapter 25: Coaching—The ABCs of Coaching Success
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Chapter 26: Feedback—The Heart Of All Coaching
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Chapter 27: How to Use the Four Types of Feedback
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Chapter 28: How to Give Feedback
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Chapter 29: Performance Evaluations in the Real World
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Chapter 30: How Do You Show Your Support?
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Chapter 31: A Practical Coaching Model to Help You Succeed As a Coach
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Chapter 32: How You Can Apply the Seven Keys to Better Meetings
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Chapter 33: Understanding What Happens When Groups Become Teams
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Chapter 34: How Teams Develop and How You Can Help Them
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Chapter 35: How You Can Achieve Greater Team Success
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Chapter 36: Speaking Of Conflict—(Because We Know You’re Wondering About It)
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Chapter 37: Common Conflict Questions and Their Answers
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Chapter 38: Using A Process—The Five Ds of Workplace Conflict Resolution
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Chapter 39: The Seven Deadly Sins of Conflict Resolution and How to Avoid Them
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Chapter 40: Applying Assertive Communication Techniques
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Chapter 41: Are Goals Really That Important?
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Chapter 42: Goal Success Starts With You
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Chapter 43: Beyond Smart—The Keys To Goal Setting
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Chapter 44: How to Set Goals with Others
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Chapter 45: What Is The Right Attitude To Support Goal Achievement?
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Chapter 46: Moving From Goal Setting To Goal Getting
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References
