Leadership Isn't For Cowards: How to Drive Performance by Challenging People and Confronting Problems
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Leadership Isn't For Cowards How to Drive Performance by Challenging People and Confronting Problems

By Michael Staver
John Wiley & Sons May 2012

Specifications

ISBN-13
9781118176832
Publisher
John Wiley & Sons
Publication
May 2012
Format
Hardback , 230 pages
Jurisdiction
International or US ? Countri(es) for reference only

Details

A no-nonsense guide to driving performance while still maintaining a great place to work

Leadership Isn't For Cowards offers straightforward steps to leading courageously and practical tips for driving performance. Courageous leadership means toughening your approach by being rigorous in the application of your values through the company culture. It means confronting and challenging people, and not letting them get away with being less than you know they can be. The path to courageous leadership has six components: Accept Your Current Circumstances, Take Responsibility, Take Action, Acknowledge Progress, Commit to Lifelong Learning, and Kindle Relationships. These manageable steps include:

  • Identify the area in your business or life where a gap exists between your current reality and your desired reality
  • Align yourself with a person or a group of people who can commit to holding you accountable for closing the gap
  • Make a specific commitment to the outcome(s) you want and assign dates to them

With courageous leadership, you'll create a culture and a mindset that encourages and demands excellence! Follow these steps to bring out the best in your employees and lead your company to significant success.

Table of Contents

Acknowledgments ix

Section 1 YOU ARE MESSING WITH PEOPLE'S LIVES 1

Chapter 1 Do You Know What You Are Doing? 3

Chapter 2 How Much of an Impact Are You Really Having? 7

Chapter 3 Are You a Coward? 11

Chapter 4 Is Culture Overrated? 17

ATTACK 23

Section 2 ACCEPT YOUR CIRCUMSTANCES 25

Chapter 5 How Great Is Denial? 27

Chapter 6 What Are You Pretending Not to Know? 33

Chapter 7 Are You Honest? 37

Chapter 8 What Is Real? 43

Chapter 9 Where Is Your Focus? 47

Section 3 TAKE ACTION 51

Chapter 10 Are You Good at Analyzing? 53

Chapter 11 When Are You Ready? 59

Chapter 12 How Present Are You? 65

Chapter 13 Do You Remember a Time when You Hesitated and Lost? 71

Chapter 14 Are You In, or Aren't You? 77

Section 4 TAKE RESPONSIBILITY 83

Chapter 15 Want to Responsibly Scare Some People? 85

Chapter 16 How Much Blame Can You Take? 91

Chapter 17 What Difference Do You Make? 97

Chapter 18 What Kinds of Responsibility Are You Taking? 101

Chapter 19 Are You Truly Free? 107

Section 5 ACKNOWLEDGE PROGRESS 113

Chapter 20 How Goal-Driven Are You? 115

Chapter 21 Are You Too Harsh? 121

Chapter 22 Are You an Over-Recognizer? 127

Chapter 23 What, When, and How? 133

Chapter 24 Are You about Effort or Achievement? 139

Section 6 COMMIT TO NEW HABITS 143

Chapter 25 Just How Much Accountability Can One Person Stand? 145

Chapter 26 Do You Need to Be Committed? 151

Chapter 27 Just How Different Are You? 157

Chapter 28 What's That Weight on Your Back? 163

Section 7 KINDLE 169

Chapter 29 Is It Really Just an e-Reader? 171

Chapter 30 How Are You Feeling? 175

Chapter 31 Did You Seriously Think That Would Work? 181

Chapter 32 Do You Ever Notice? 187

Chapter 33 Ever Given Birth? 193

Section 8 NOW WHAT? 199

Chapter 34 Do You Want To? 201

Chapter 35 Are You Willing? 207

Chapter 36 Can You Please Just Get On With It? 211

Index 215

About the Author

MIKE STAVER is CEO of The Staver Group and provides keynote presentations, executive coaching, consulting, and workshops. His clients have included Leading Real Estate Companies of the World, Cisco Systems Inc., Amplifon USA, Med One Capital, Inc., UnionBanc Investment Services, FOCUS Brands, U.S. Department of Defense, Allstate Financial Services, National Association of REALTORS, Mayo Clinic, and more. His work has appeared inBloomberg Businessweek, the Washington Post, Fox News Channel, USA Today, and T+D magazine.

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