Leadership Bestsellers 2011

Leadership 2011: Insights from the Business Bestsellers 2010 Dr. Ken Haycock 778.689.5938 [email_address] www.kenhaycock.com

Description: No time to read the latest books on leadership? Curious about what the research is saying this year about effective practices? Trying to separate the nutritious from the flavor of the month? Here is an overview of the latest works in management and leadership and their implications for leading yourself and your unit. Always interesting, always thought-provoking. Designed for neophytes and veterans at all levels of the organization, both inside and out. Caveats: “Bestsellers” in business are often published years before hitting the list and stay for longer than other bestsellers (and a few of my favorites are here regardless). Sources include amazon.com, Globe and Mail, National Post, New York Times.

The Truth About Leadership
1.You Make a Difference.
2. Credibility Is the Foundation.
3. Values Drive Commitment.
4. Focus on the Future.
5. You Can’t Do It Alone.
6. Trust Rules.
7. Challenge Is the Crucible.
8. Lead by Example or Don’t Lead.
9. Leaders Are Learners.
10. Leadership Is an Affair of the Heart.
2010

Launching a … Revolution *
Leading: extend your ability by expanding your team
Developing leaders: learn to trust your people
Develop leaders who develop leaders: create a legacy
2007

Now, Discover Your Strengths The Critical First Step: Self-Awareness Implications of Strengths Finding… 2001-2007

Strengths-based Leadership
Leadership Clusters
Executing
Influencing
Relationship Building
Strategic Thinking
2009

The 7 Habits…
Take the initiative and the responsibility to make things happen
Begin with an end in mind
Organize and execute around priorities
Think win/win
Seek first to understand to build empathetic listening skills
Synergize
Renewal and preserving your greatest asset, yourself
1989

Plus One…
The 8th Habit has two aspects: finding your own unique voice and helping others find theirs.
Everyone has a choice: you can pursue mediocrity or excellence.
Extraordinarily accomplished people have four traits: vision, discipline, passion and moral conscience.
To find your unique voice, help someone else find theirs.
The biggest failing is usually inability to execute.
2004

Know-How: The 8 Skills
When choosing leaders, we focus too much on superficial things.
Eight skills leaders must develop and refine:
positioning and repositioning
pinpointing patterns of external change ahead of others
leading the social system
judging people by getting to the truth of a person
molding high-powered, high-ego people into working teams
developing goals that balance aspirations with realistic goals
setting laser-sharp priorities
dealing creatively and positively with societal pressures
2007

The One Thing
Motivate people to believe in a better tomorrow and pursue it.
Have a vision for change, they feel an urgency to achieve it.
Two character traits: powerful egos and optimistic that their visions will come to pass.
Rely on experts for sage advice.
"I am not satisfied."
Coach others to be successful.
To sustain success, you must discontinue activities you don't enjoy doing.
2005

A Class With Drucker: The Lost Lessons *
what everybody knows is frequently wrong
why everyone should approach problems with their ignorance
top executives should stay no longer than six years
some so-called menial tasks can only be done by the boss-- why everyone needs to be an effective manager
why self-confidence is a necessity
2007

First, Break All the Rules
Find the right fit for employees
Focus on strengths of employees
Define the right results,
Select staff for talent--not just knowledge and skills
Good managers spend more time with top performers than with the less productive
1999

Drive!
Pursue These Three Things (Intrinsic Motivation)
Autonomy: People want to have control over their work.
Mastery: People want to get better at what they do.
Purpose: People want to be part of something that is bigger than they are.
It's your individual supervisor who has the biggest effect on your daily working environment. That's why there are pockets of excellence in otherwise horrid companies and why even the best companies have workers who are unhappy and teams that are unproductive.
2009

Deliver Happiness!
Zappos “Brand, Culture and Pipeline” ethos.
The brand is built on customer service; the culture emphasizes collegiality, fun and cohesion; and the pipeline trains employees for rapid advancement.
Amazon acquired Zappos for $1.2.
Three happiness frameworks:
give staffers control of their
careers.
build relationships with customers via service and connection.
offer the joy of professional pursuit, “flow” and a “higher purpose.”
2010

Good to Great
The Business Model:
Define “great”
superior performance; distinct impact; lasting endurance
Five levels of leadership
First “who” (then what)
Hedgehog concept;
Passion; best at; resource engine – how connect?
Turning the flywheel:
Success breeds support and commitment
Disciplined people, thought, action
2001

… and the Social Sectors
Not-for-Profit:
Mission replaces profit
Track results (evidence)
Brand reputation drives flywheel
cyclical: build strength; demonstrate results; build brand; attract believers/ funders—all around hedgehog
Culture of “niceness” inhibits candor about brutal facts
Passions for values and mission can inhibit innovation; fewer easy to measure metrics for success and progress
2005

The Four Obsessions of an Extraordinary Executive: A Leadership Fable *
Organizations must not only be smart; they must be healthy
The unhealthy squander intellectual advantage through infighting and cross-purposes
four "actionable steps," that are marks of a healthy organization
build a leadership team
create organizational clarity
communicate that clarity
reinforce it through human systems
2000

The Five Dysfunctions of a Team: A Leadership Fable
Overcome the tendencies that corrupt teams:
absence of trust
fear of conflict
lack of commitment
avoidance of accountability
inattention to results
2002

The Tipping Point
Remember:
Mavens
Connectors
Salespeople
All needed but these are often different people…
2000

Yes! *
Six Principles
Reciprocity
Liking
Social Proof
Authority
Scarcity
Commitment and Consistency
2008

Made to Stick
A practical guide to effective communication.
"stickiness"—the art of making ideas unforgettable.
Six key principles:
simplicity,
unexpectedness,
concreteness,
credibility
emotions and
stories.
"success"
2007

Influencer: The Power to Change Anything
Major Inhibitors:
it is not my job
lack competence (or a plan)
talking is not influencing
there are no silver bullets or quick fixes
do not try to influence everyone (focus on reports and opinion leaders)
2007

Leading Change *
The Eight Essential Steps:
establish a sense of urgency
create a guiding coalition
develop a vision and strategy
communicate the change vision
empower employees for action
generate short-term wins
consolidate gains
anchor new approaches in the culture
1996

And more… 2008 2002/2005

Switch!
DIRECT THE RIDER i. Find the Bright Spots ii. Script the Critical Moves iii. Point to the Destination
MOTIVATE THE ELEPHANT i. Find the Feeling ii. Shrink the Change iii. Grow Your People
SHAPE THE PATH i. Tweak the Environment ii. Build Habits iii. Rally the Herd iv. Keep the Switch Going
2010

Forces for Good: High-Impact Nonprofits *
Presents six practices of high impact non-profits:
offering advocacy efforts and service
harnessing market forces and leveraging the power and resources of business
engaging individuals from outside the organization
working with and through other organizations
learning to adapt
sharing leadership by empowering others
2004

Work the Pond *
NETWORK:
N–Never Leave Home Without Them
E–The Four Es: Establish, Extend, Exchange, Engage
T–Travel in Pairs
W–Working the Pond, Positively
O–Opportunity is Everywhere
R–Repeat, Repeat, Repeat
K–Keep it Going
2005

From Recent Bestsellers
Create communities of purpose
New skills – synthesizing
Market segmentation possibilities – high school moguls, DIYers, new Luddites

Getting Things Done
Organize yourself
Set goals
Clear out clutter
Staying focused
Allen's Two-Minute Rule:
Do any of your must-dos that take less than two minutes, right now--this will free up your mind over the long term
2002

The 4-Hour Workweek
The D.E.A.L.
Define
Eliminate
Automate
Liberate
Dump the deferred life plan through time and mobility
2007/2009

Lessons Learned?
Understand and Apply Appropriate Business Principles
Mission Trumps Profit
Consider Success Factors

Dr. Ken Haycock
778.689.5938
[email_address]

Leadership Bestsellers 2011

by Ken Haycock & Associates Inc.

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