Seven Disciplines of A Leader: How to Help Your People, Team, and Organization Achieve Maximum Effectiveness -- Contents -- Acknowledgments -- Introduction: What Makes Certain Leaders Highly Effective? -- Part I: The Nature of Highly Effective Leadership -- 1. Welcome to Leadership: Nature of the Job -- The Need for Leadership Is Greater Now Than Ever Before -- Real Life, Real Lessons -- Secret Ingredient: People -- Jim Gets It Done the Right Way -- The Inevitable Result of Failing to Take Responsibility -- Finger-Pointing -- Leading in Uncertain Times -- Helen Gets It Right -- 2. Who Said It Would Be Easy?: Scope of the Leader's Job -- Five Fundamental Goals of Highly Effective Leaders -- What's Wrong with Being Right? -- Zoe Learns an Important Lesson from Her Boss, Stan -- Fear of Failure Is Dangerous to Your Job Health -- Bob's Short and Unhappy Career -- 3 Principles of Effective Leadership: Essence of the Leader's Job -- How to Make Things Happen -- Grumbling George -- Attitude Is Everything -- Show Vulnerability -- What I Learned from the Father of Professional Speaking -- Highly Effective Leaders Build on a Foundation of Honesty and Integrity -- Seven Deadly Leadership Sins -- Pride and Envy Bring Millie Down -- 4 Disciplines and Practices of Highly Effective Leaders -- New Paradigm of Discipline: Intrinsic and Extrinsic Motivation -- The Necessary Foundation of Discipline -- Daily Discipline Activities -- Why Be Disciplined? -- Jimmy Corrects a Problem -- Talent or Hard Work? -- Deliberate Practice: 10,000 Hours or 10 Years -- Three Disciplines of Highly Effective Leaders -- Deliberate Practice -- Tom Receives Feedback -- Part II: Seven Disciplines -- 5 Discipline 1: Initiative and Influence: Seize the Reins and Set an Example for Others -- Simply No Substitute for Honesty -- Mary Ellen and Jane Part Company -- Innovation.

Meet Clarice Turner, Innovator -- More Lessons from the Restaurant Industry -- Make an Emotional Connection -- Borrow from Your Competitors -- Involve Staff and Customers -- 6 Discipline 2: Vision, Strategy, and Alignment: The Progression from Plans to Accomplishments Marks a True Leader -- Melvin Takes Over as Hospital Purchasing Manager -- How to Share Vision -- Five Useful Skills -- Align People and Systems behind Your Vision -- Vision/Strategy and Alignment -- Meet Mollie Katzen, Cookbook Maven -- Searching Your Leadership Soul -- Sharing Your Vision -- Candid Communication -- Positively Negative -- Make the Mentoring Commitment -- Starting Off on the Right Foot -- 7 Discipline 3: Priorities, Planning, and Execution: Execution Cannot Succeed without the Team's Acceptance and Endorsement -- Judy Sees the Light -- Priorities, Planning, and Execution -- Nancy Can't Find Her Way -- Identifying Priorities -- Productive Planning Meets Effective Execution -- The Prophet versus Leader Paradigm -- Top 10 Ways to Sabotage Yourself and Your Company -- 8 Discipline 4: Social/Emotional/Political Intelligence: The Tribulations of Leadership and Their Remedies -- Always Seek Feedback -- John Discovers that It's Never Too Late to Learn -- Emotional Intelligence/Resilience -- Headaches of Management -- Larry Becomes a Leader -- 9 Discipline 5: Reciprocation, Collaboration, and Service -- Effective Leaders Must Influence and Inspire Others -- The Way It Was -- The Brutal Way of Old -- The Need for Reciprocity -- Collaboration: The Key Ingredient -- Humility Will Improve Your Performance -- The Benefits of Community Service -- 10 Discipline 6: Love and Leverage: There Is No Substitute for Passion about Work -- Do What You Love, Love What You Do -- Sophie Mirman, England's Youngest Millionaire -- Work Passion: A New Discipline -- The Troubling News.

Passion's Nemesis -- Lessons from Industry Leaders -- Phil Recharges His Batteries -- The Dog Days of Work -- The Highly Effective Leader Passion Assessment Tool -- 11 Discipline 7: Renewal and Sustainability: Those Who Practice Renewal and Sustainability Avoid Common Pitfalls -- Janet Transitions from Hard-Nosed Boss to Exceptional Leader -- The World Is Changing: Was It Ever Not So? -- Part III: Eleven Practices of Highly Effective Leaders -- 12 Practice 1: Hire People Like a Casting Director -- Roger Makes His First Hiring Decision -- Casting: Hire Smart -- Attract the Best People -- Take Three Key Steps -- Pat's Hiring Policy Fails -- Hire for Attitude -- Santiago Succeeds Despite an Early Failure -- A TV Executive Makes a Hiring Mistake -- Eight Hiring Guidelines -- 13 Practice 2: Never Stop Developing People -- The Necessity of Ongoing Training -- Training: My Story-A Game That Came Down to One Play -- Train to Retain -- Empowering People -- Jonathan Delegates -- Poor Leaders -- Effective Leadership Development -- What Individuals Can Do -- What Organizations Can Do -- Nurturing Growth -- Empower-Don't Just Dump -- 14 Practice 3: Understand the Value of Coaching -- My Father-in-Law, My Coach -- Three Skills of Effective Coaching -- The Manager They Call ``Coach ́́-- Coaching People -- Dealing with Difficult Employees -- 15 Practice 4: Motivate and Inspire People -- All Members Have to Pull Their Weight -- Focus on Your People -- Leaders Discuss Motivation -- 16 Practice 5: Master Communication -- Improving Communicating Ability -- Andrew Identifies a Key Issue in Communication -- Beatriz's Engaging Smile -- Are You Listening? -- Nuances of Nonverbal Communication -- Zachary Wings It and Loses His Audience -- Functions of Nonverbal Communication -- Improving Nonverbal Communication -- Lucille Slams the Door -- About Face -- Technology Conundrum.

17 Practice 6: Build an Optimal Team -- To Build a Strong Team, Trade ``Me ́́for ``We ́́-- Six Essential Leadership Responsibilities That Build Effective Teams -- Fuzzy Focus -- Teamwork and Strong Teams -- Learning Teams -- We Are Not the Enemy -- Six Learning Disabilities -- Solution: Team Learning Discipline -- Team Health -- Four Disciplines -- 18 Practice 7: Deliver Excellence and Satisfy Customers -- The Car of My Dreams -- Ted Opens a New Market -- The Disciplines of Excellence -- Customer Intimacy -- Excellence in Customer Service -- 19 Practice 8: Balance Your Work and Personal Life: It Will Help You Find the Right Perspective -- Jack Finds the Way -- Work/Life Balance -- Barbara Burns Out -- Get a Life -- What's Important to You? -- Health Implications -- Are We Having Fun Yet? -- 20. Practice 9: Nurture New Leaders and Retain High Performers -- Identifying and Grooming High-Potential Employees -- Retaining High-Potential Employees -- The Right Work Culture Helps Retain Your Best People -- Appreciating Human Behavior at Work -- A Promising Sales Manager Leaves Her Company -- Workplace Harassment: The Real Deal -- Creating Positive Energy -- Homegrown Leaders -- 21 Practice 10: Lead Desired Change -- Embracing Change -- As Hard to Move as a Boulder -- Four Phases of Change -- Resisting Change -- Success Story -- 22. Practice 11: Manage a Multigenerational Workforce -- Shifting Demographics -- World War II Generation -- Baby Boom Generation -- Generation X -- Millennial Generation -- Bridging the Generation Gap -- Basic Leadership Techniques -- Work Arrangements and Benefits -- Congratulations -- About the Author -- Index -- End User License Agreement.