The transition from management to leadership is considerably harder than most people expect. A big promotion does not just mean using the same skill set at a higher level--new leaders must master a whole new set of skills, with perhaps none more important than the ability to have conversations that lead to high individual, team and organizational performance.
Preface: Are You Having Leadership Conversations?
PART 1 THE HIGH-POTENTIAL CHALLENGES
Do You Really Want to Be a Leader?
What Blend of Management and Leadership Mindsets Is Best?
Have You Had Leadership Conversations Today?
Where Do You Stand on the Leadership Ladder?
PART 2 CONVERSATIONS TO BUILD RELATIONSHIPS
Learn the New Rules
Your Relationships Define You
Know Your Strengths and Their Shadows
People Aren't Machines
Don't Let Them Assume They Know What You're Thinking
PART 3 CONVERSATIONS TO DEVELOP OTHERS
The Battle for Talent 91
The Challenge of Leading Other High Potentials
Conversations You Must Have
What Gets in Your People's Way?
Recognition--Making It All Worthwhile
PART 4 CONVERSATIONS TO MAKE DECISIONS
Develop Your Judgment Gene
What You Know Is Irrelevant
Be Curious--Ask Great Questions
If You Can't Change, Retire
PART 5 CONVERSATIONS TO TAKE ACTION
Moving Smoothly into Action
Planning Successful Actions
When Things Change
Lessons from Success and Failure
Inspiring People in Turbulent Times
PART 6 YOUR LEADERSHIP CONVERSATIONS
Conversations at the Top
Conversations for Executive Leaders
Conversations for Managers of Managers
Conversations for First-Line Managers
Your Personal Action Plan
About the Authors
Alan S. Berson is an executive coach, leadership consultant, speaker and adjunct professor at Georgetown's McDonough School of Business. He own PulsePoint Consulting with major clients including NASA, the National Cancer Institute, LexisNexis, KPMG, and others. Previously, he held leadership and marketing roles at Fortune 500 firms including Gillette, Bausch & Lomb, and Marriott
Richard G. Stieglitz is a business consultant and speaker. He was the principal of RGS associates, his successful consulting business, which he sold in 2006.