How to move to High-Performance Leadership
The one book you need to develop your management, leadership and team-building skills.
Whether you are a new or experienced manager or one preparing for a leadership role, this book has been written for you.
Becoming a manager, moving into leadership, or developing your team are all significant events that can also be daunting experiences, this book aims to help those making such transitions be more successful.
This book contains the very latest management, leadership, and high-performance teams research and best practices from some of the world's leading and most progressive organizations including Harvard Business Review, Google, Microsoft, Deloittes, Adobe, Forbes, Praxis, Gartner, and Gallup, with a wealth of knowledge from books such as Good to Great, The Five Dysfunctions of Teams and The Hedgehog Effect.
Comprised of the most up to date management and leadership practices, the book takes you through a crawl, walk, run approach starting with Contemporary Management practices for today’s manager followed by High-Performance Leadership for experienced managers and finally High-Performance Team building for those who want to excel at leadership.
In Management, Leadership and High-Performance Teams, you will find:
A comprehensive guide on management and modern leadership practices.
One management, one leadership and one high-performance team-building course.
Easy step by step instructions.
Actions and a summary at the end of each chapter.
How to easily transition into a new role of manager or leader.
Build trust, credibility and gain the confidence of your team.
Evaluate your team and different personalities.
How to develop charisma and become a person of influence.
Give effective feedback and motivation.
Secrets to effective communication and developing emotional intelligence.
How to delegate, be persuasive and be a good mentor and coach.
Manage conflict to your team's advantage.
How to build a high-performance team.
And so much more…
The new manager
As a new manager at the age of 25, I felt that I was expected to have all the answers. I also pondered two questions: "Will I like management?" and "Will I be good at it?" Of course, there are no immediate answers; they come with experience, and a third question arose: "Who am I becoming?".
The new leader
Given today's rapidly changing business environment, leadership is more important than ever. I obtained my first leadership position at age 35 as Chief Information Officer for a large Insurance Group. I had to learn how to empower my executives and not micromanage, creating an inclusive team showing concern for their success and well-being. I also had to set an example of being productive and results-oriented, a good communicator who listened and shared information, someone who supported career development and discussed performance.
What do today's employees want?
Today's new generation of employees are vocal about what they want their workplace to look like; they are suspicious of the older Traditional management styles, which they view as managing, administering, and in some cases stifling, unreasonable and unwarranted. They want managers who are trained in High-Performance Leadership styles, who will recognise them for their efforts, and who work in a collaborative, supportive and motivational manner. They want a say in how their workplace is managed, where free-thinking, empowerment, service, and community are put ahead of self-interest. They have a greater need for feedback and reinforcement than their predecessors and look for praise for their being tech-savvy.