Cover -- Title -- Copyright -- Dedication -- Contents -- Rules for Remarkable Remote Leadership -- Introduction -- Section One Getting Started -- Chapter 1 What We've Learned about Long-Distance Leaders -- Chapter 2 How We Got to Long-Distance Leadership -- Chapter 3 What It Means to Lead at a Distance -- Section Two Models That Matter -- Chapter 4 The Remote Leadership Model -- Chapter 5 The Three O Model of Leadership -- Section Three Achieving Outcomes at a Distance -- Section Three Introduction -- Chapter 6 Types of Outcomes -- Chapter 7 Setting (and Achieving) Goals at a Distance -- Chapter 8 Coaching and Feedback at a Distance -- Section Three Summary -- Section Four Engaging Others -- Section Four Introduction -- Chapter 9 The "Golden Suggestion" for Working with Others -- Chapter 10 Understanding Politics without "Playing Politics" -- Chapter 11 Understanding and Building Trust at a Distance -- Chapter 12 Choosing the Right Communication Tools -- Chapter 13 Technology Tips for the Long-Distance Leader -- Section Four Summary -- Section Five Understanding Ourselves -- Section Five Introduction -- Chapter 14 Getting Honest Feedback -- Chapter 15 Your Beliefs and Self-Talk -- Chapter 16 Setting Reasonable Boundaries -- Chapter 17 Setting Personal Priorities -- Section Five Summary -- Section Six Developing Long-Distance Leaders -- Chapter 18 Questions to Ask about Developing Long-Distance Leaders -- Epilogue Before We Go -- Notes -- Suggested Reading -- Acknowledgments -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- About the Authors -- About Our Services.

Remarkable Leadership is a practical handbook written for anyone who wants to hone the skills they need to become an outstanding leader. In this groundbreaking book, Kevin Eikenberry outlines a framework and a mechanism for both learning new things and applying current knowledge in a thoughtful and practical way. Eikenberry provides a guide through the most important leadership competencies, offers a proven method for learning leadership skills, and shows approaches for applying these skills in today’s multitasking and overloaded world of work. The book explores real-world concerns such as focus, limited time, incremental improvement, and how we learn.

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.

The future of work is remote. That means we need more remote leaders. Empowering employees to work from home requires strong, clear leadership, for it to become a viable and sustainable option for more companies, across all industries. Remote leadership needs leaders who are comfortable and confident leading their teams from a distance. And while it's easy to find resources about remote work and location independent jobs, effective remote leadership is often left to chance - with companies instead blaming the failure of remote working on the fact that it's remote rather than a failure of leadership.Enjoy 60+ pages full of knowledge, ideas and tools to successfully lead your remote team from wherever you are. Whether you are already a seasoned remote leader, or you are just starting out creating (or inheriting) your first location-independent team, this guide will help you to hit the ground running.The book is written with mainly support organizations in mind, but readers of the pre-release version have pointed out that many of the ideas and tools are equally valid for other location independent teams.

“This inspiring book belongs on the desk of every CEO and politician. With eye-opening case studies and recommended behaviors in every chapter, it's an indispensable user guide for servant leaders.” —Ken Blanchard, coauthor of The New One Minute Manager and coeditor of Servant Leadership in Action On the most fundamental level, leaders must bring divergent groups together and forge a consensus on a path forward. But what makes that possible? Humility—a deep regard for the dignity of others—is the key, says distinguished leadership educator Marilyn Gist. Leadership is a relationship, and humility is the foundation for all healthy relationships. Leader humility can increase engagement and retention. It inspires and motivates. Gist offers a model of leader humility derived from three questions people ask of their leaders: Who are you? Where are we going? Do you see me? She explores each of these questions in depth, as well as the six key qualities of leader humility: a balanced ego, integrity, a compelling vision, ethical strategies, generous inclusion, and a developmental focus. Much of this book is based on Gist's interviews with a dozen distinguished leaders of organizations such as the Mayo Clinic, Costco, REI, Alaska Airlines, Starbucks, and others. And the foreword and a guest chapter are written by Alan Mulally, the legendary leader who brought Ford back from the brink of bankruptcy after the 2008 financial collapse and whose work is an exemplar of leader humility.

Solving the Leadership Jigsaw Puzzle You have a key leadership job to fill. You want the very best person. What exactly does this really mean? How often have you seen someone with great credentials and terrific buzz take an important job, but before long people are wondering “what exactly were we thinking?” Getting the best person is less about finding an individual superstar and more about deeply understanding what your organization needs, the kind of person who will fit into your culture and bring the right experience and skills to get the job done. Based on decades of experience at Spencer Stuart, the gold standard in executive search, Jim Citrin and Julie Daum cut through conventional wisdom and “rules of thumb,” whether the job that needs filling is that of CEO or a key leader in marketing, technology, finance, or human resources. • Landmark original research from the United States, the UK, Germany, France, and the Netherlands provides evidence for how an organization can diagnose its needs and decide on who is the right leader for a specific situation at a particular point in time, and whether an outsider or insider would best fit the bill. • Eye-opening case studies, including how the New York Public Library worked its way through the maze of pressures—rapidly changing technologies, diverse, demanding constituencies, changing demographics and economic forces—to find the president who could best carry on its mission in the twenty-first century; how Starwood Hotels assessed the value of experience versus potential in choosing a CEO; the person who failed in one circumstance but achieved extraordinary success in others. • Steering clear of the red herrings of age, experience, and ethnicity • Avoiding the biggest traps of leadership selection, such as “his charisma was intoxicating,” and “we thought we really knew him.” In a competitive environment as challenging as today’s, the one difference, as Sheryl Sandberg, the COO of Facebook notes, “Between companies that change the world and those that don’t is having the right people.” You Need a Leader—Now What? is the must-have guide for navigating the terrain.

The ultimate guide to leading remote employees and teams, tackling the key challenges that managers face-from hiring and onboarding new members to building culture remotely, tracking productivity, communicating speedily, and retaining star employees

Our leadership models are stuck in an Industrial Age, top-down mentality. But in our complex, data-drenched, 24/7 world, there is simply too much information coming from too many different directions too quickly for any one leader or group to stay on top of it. Hierarchy is breaking down everywhere—why should leadership be any different? Inspired by the peer-to-peer model of computing used in social networking and crowdsource technologies, Mila Baker shows a new way to lead. Organizations, she says, must become networks of "equipotent" nodes of power—peer leaders. The job of the leader is now to set the overall goals and direction and optimize the health of that network, not tell it what to do. In these organizations, leadership roles shift rapidly to fit the needs of any given situation. Information flows freely so those who need it can find it easily and act on it immediately. Feedback becomes an organic part of the workflow, enabling rapid course corrections. Baker shows how companies like Gore and Herman Miller have achieved long-term success practicing these principles and provides a structure that any organization can adapt to build flexibility, resiliency, and accountability.

How can people best develop their leadership skills to match their personality, to amplify their strengths, and to compensate for their weaknesses? This is the first book to answer this question with the latest version of the DiSC model of human behavior, which is one of the most widely used, most scientifically based, and most effective approaches to assessing and improving leadership styles and skills.

We know why diversity is important, but how do we drive real change at work? Diversity and inclusion expert Jennifer Brown provides a step-by-step guide for the personal and emotional journey we must undertake to create an inclusive workplace where everyone can thrive. Human potential is unleashed when we feel like we belong. That's why inclusive workplaces experience higher engagement, performance, and profits. But the reality is that many people still feel unable to bring their true selves to work. In a world where the talent pool is becoming increasingly diverse, it's more important than ever for leaders to truly understand how to support inclusion. Drawing on years of work with many leading organizations, Jennifer Brown shows what leaders at any level can do to spark real change. She guides readers through the Inclusive Leader Continuum, a set of four developmental stages: unaware, aware, active, and advocate. Brown describes the hallmarks of each stage, the behaviors and mind-sets that inform it, and what readers can do to keep progressing. Whether you're a powerful CEO or a new employee without direct reports, there are actions you can take that can drastically change the day-to-day reality for your colleagues and the trajectory of your organization. Anyone can—and should—be an inclusive leader. Brown lays out simple steps to help you understand your role, boost your self-awareness, take action, and become a better version of yourself in the process. This book will meet you where you are and provide a road map to create a workplace of greater mutual understanding where everyone's talents can shine.