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by Quint Studer
The Busy Leader's Handbook
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How to Approach This Book
“Wait . . . Didn’t I Read This in Another Chapter?”
Section I The Leader in You:
1 Strive to Be Self-Aware and Coachable
2 Invite Feedback from Others and Don’t Take It Personally; Instead, Take Ownership
Taking Ownership: Eliminating Excuses
3 To Be a Good Leader, First Learn to Be a Good Follower
The Best Leaders Actually See Themselves as Followers
Note
4 Quiet the Ego and Lead with Humility
First, Diagnose: Do You Have a Humility Problem?
5 Let Values Be Your Guide
6 Be a Good Communicator
7 Know How to Get Things Done:
Note
8 Get Intentional About Time Management
Some Thoughts on Delegation
9 Grace Under Fire:
10 Change the Way You Think About Change
Don’t Let Change-Resistant People Block Progress
Note
11 Embracing Discomfort:
12 Clarity Counts:
13 Face Conflict Head-on:
14 Reaching Resolution:
15 Drill Down on Generalizations
Section II Optimizing Employee Performance
16 Creating a Positive Workplace Culture
17 The Secret to Strong Relationships:
Get to Know Employees Through Rounding
18 Positive Recognition Changes Everything:
Hardwiring a Thank-You Note System
19 Meaning, Purpose, and Engagement:
What Kind of Leaders Drive a Sense of Purpose, Meaning, and Engagement?
How to Be a “Best Odds” Boss for Engaging Employees
Note
20 Help Employees Understand the Meaning of Their Work
Note
21 Psychological Safety:
Note
22 Know What the What Is for Others (and Communicate Your Own What)
23 Don’t Resort to We/Theyism; Don’t Let Others Practice It, Either
24 Create a Culture of Ownership Inside Your Company
25 Mentors Matter:
How to Be a Great Mentee
26 Reducing Workplace Drama:
27 Make an Effort to Become a Millennial-Friendly Leader
Note
28 Be a Positive Ambassador for Your Organization—and Teach Others to Do the Same
Section III Strategic/Foundational Topics
29 The Case for Structure:
30 Define and Live Your Mission, Vision, and Values
Note
31 Set Big, Bold, Clear Goals and Communicate Them to All Employees
32 Put “Official” (Written) Standards of Behavior in Place
33 The Power of Metrics:
34 The Middle Manager Impact:
Tips for Developing Your Middle Management Team
Note
35 Hiring the Right People:
A Few Things Not to Do
The Interview Process: Peer Interviewing and Behavioral-Based Questions
What to Look for in the Candidates You Interview
36 Retention:
Set the New Employee Up for Success by Showing What Success Looks Like
Keeping Your Great New Hires
37 Create a Training and Development System That Motivates Employees to Learn
Note
38 Performance Reviews That Make a Difference
39 Customer Satisfaction Starts with Employee Engagement:
40 Put a Well-Run Meeting System in Place:
How to Get the Most Out of Small-Group Meetings
41 Focus on What Right Looks Like:
Note
A Final Thought:
Acknowledgments
About the Author
Index
How Quint Studer Can Help Your Organization. . . and Your Community
For Organizations. . .
For Communities. . .
End User License Agreement
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