Face the Challenge
- Chapter Summaries
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Volume 1 - Laying
the Foundation
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Chapter 1 - General Perspectives
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"General Perspectives" discusses the
development of leadership theory and executive coaching throughout the last several hundred years and lays the groundwork
for reconstructing the Leader's basic leadership traits, characteristics, or leadership skills. It analyzes many of
the questionable preconceptions regarding good leadership strategy or principles commonly held by today's senior and junior
executives that are often perpetuated by the media, wrongly accepted as effective leadership practices, or are basically outmoded
leadership principles, off-base philosophy, or simply management folk tales. The purpose being to redirect the
Leader's mind-set and for him or her to begin building a more productive leadership philosophy based upon a cogent cause and
effect analysis.
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Chapter 2 - Theories and Myths
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"Theories and Myths" explores the
development of modern leadership theory and provides an effective pro and con assessment of these leadership doctrines and
principles with their supporting rationale. It also examines and debunks the validity of a myriad of leadership assumptions,
ineffective sacred cows, or philosophy characteristics that work to inhibit a Leader's creative supervisory outlook and which
stifle his or her leadership skills, forward progress, and development.
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Chapter 3 - Leadership Fundamentals
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"Leadership Fundamentals" outlines the
basic characteristics, principles, and personality components of successful leadership interaction and the underlying motivational
aspects of leadership that are essential to a broader understanding of the nature the Leader-Subordinate relationship; and
effectively improving a Leader's motivational and leadership skills.
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Chapter 4 - Leading by Example
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"Leading by Example" expounds upon
what separates those who would lead from those who follow; and significantly expands this classic, time-honored advice by
specifically illustrating how a Leader leads by example both intentionally and unintentionally. It also defines leadership
and closely examines a broad array of behavioral elements and traits that are specific to every Leader and which give definition
to the very nature and quality of his or her Subordinate relationships.
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Chapter 5 - Attitudes and Personal Growth
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"Attitudes and Personal Growth"
investigates in greater depth the essential elements of a successful leadership philosophy and how the Leader's general attitude,
principles, and behavior impacts his or her Subordinates. It increases the reader's awareness of the ever important
role that fundamental behaviors play in his or her motivational success; and how one's leadership skills are continually evolving.
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Chapter 6 - Character Traits and Values
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"Character Traits and Values" further
dissects the leadership personality from an emotional standpoint and illustrates how certain personality traits, values, interactive
behaviors, or ethics contribute to or detract from a Leader's overall effectiveness. It scrutinizes a wide range of
emotional reactions that Leaders experience due to the inherent pressures associated with their responsibilities, and analyzes
possible Subordinate responses to such behavior and the Leader's personal beliefs or principles.
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Volume 2 -
Grasping the Essentials
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"Motivation" analyzes the numerous
elements of leadership motivational skills; and presents a down-to-earth, intellectual basis upon which to build a broader
understanding of what motivates others to adopt a Leader's goals as their own. From theory to application, the reader
is provided with an in-depth analysis of common leadership practices that excite Subordinates to achieve greater levels of
proficiency and those that debilitate their spirit.
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"Listening" considers the positive
and negative effects of certain listening behaviors and how this leadership skill has a significant impact on developing productive
Subordinate relationships. Included is a detailed analysis of how listening to others, listening for content, and accurately
hearing the message determines a Leader's long-term effectiveness; and provides Subordinates with a primary source of information
as to his or her fundamental character and fitness for leadership.
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"Training" evaluates how this critical
ingredient contributes to every successful Leader's "secret" leadership formula; analyzing the depth and quality of the Leader's
personal involvement in employee or Subordinate training programs that is absolutely necessary to improve his or her effectiveness;
and details the specific leadership attitudes, practices, and training program essentials that are fundamental to improving
Subordinate proficiency and the Leader's training effectiveness.
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"Meetings" helps Leaders to maximize
the productivity of this unavoidable element of organizational life by providing instructions on conducting effective leadership
meetings, improving meeting proficiency by emphasizing good meeting habits, increasing participant creativity, reducing bad
meeting behaviors, and how to use meetings to have a positive impact on Subordinate motivation.
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Chapter 11 - Subordinate Interaction
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"Subordinate Interaction" provides
Leaders with a supervisory guidance mechanism to monitor their interactive behavior, to understand the effects of poor or
bad leadership on employee morale, and thereby improve their leadership effectiveness through building stronger Subordinate
relationships and avoiding both common and unconscious interactive errors.
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Chapter 12 - Staff Interaction
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"Staff Interaction" traces the origins
of the support Staff function and examines the relationship between the Line and Staff functions; as well as offering Leaders
greater insight on effectively supervising the Staff functions and increasing their Staff's effectiveness by reducing the
inter-departmental rivalry or ill-will that commonly exists between these two groups.
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Chapter 13 - Human Resources Management
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"Human Resources Management" delves
into the current practices and the validity of human resources departments as they are commonly administered in today's organizations;
discussing many of the undesirable elements of human resources departments, analyzing their causes, and providing the groundwork
to effectively manage human resources departments and to make the recommended improvements. Human resources management
also scrutinizes many negative behaviors of both Leaders and HR managers and points to a more productive way of managing this
interdepartmental relationship.
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Chapter 14 - Subordinate Turnover
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"Subordinate Turnover" examines the
causes of employee turnover and poor employee morale; and what Leaders can do to improve their supervisory techniques and
work environment to mitigate the drastic negative consequences often associated with revolving-door personnel practices and
high employee turnover.
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Chapter 15 - Rewards and Penalties
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"Rewards and Penalties" establishes
guidelines for supervising constructive employee discipline programs and directing the Leader's behavior with respect to evaluating,
rewarding, and disciplining his or her employees and correcting their performance; emphasizing the benefits that improved
supervisory practices and constructive employee discipline programs can have on overall employee morale.
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Chapter 16 - Negative Leadership Behaviors
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"Negative Behaviors" assesses a
great multitude of unproductive leadership failings or behavior that are commonly demonstrated by less proficient Leaders;
with the objective that increased awareness of such interactive failings or negative behaviors is the first step toward eliminating
them. Also discussed is a method for specifically removing negative leadership practices from a Leader's behavioral
lexicon.
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Volume 3 -
Making it Happen
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Chapter 17 - Organizational Characteristics |
"Organizational Characteristics" appraises
the common characteristics, principles, and behavioral
aspects of existing organization structures and how they influence leadership effectiveness. It also addresses in detail
the tried-and-true principles or functions that govern or control productive leadership activity within the hierarchical framework.
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"Planning" takes stock of this vital
aspect of leadership; providing Leaders with guidance on how to effectively supervise the project planning function, and to
greatly improve the chances that the actual outcome will bear some semblance to their long-range strategic goals or plan.
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Chapter 19 - Problem Solving
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"Problem Solving" sifts through the many
leadership behaviors, attitudes, and common misconceptions that inappropriately interfere with the problem solving process.
It also provides leadership insight as to why so many problem solving efforts turn out to be ineffective and what can be done
to improve the Leader's problem-solving batting average.
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Chapter 20 - Decision Making
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"Decision Making" inspects the common
and more subtle pitfalls of the business leadership decision making process that cause many Leaders to make imprudent decisions,
what steps can be taken to overcome these obstacles in the business leadership decision making process, and how Leaders can
avoid repeating the same mistakes time and time again by improving this managerial process.
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Chapter 21 - Who Has What It Takes
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"Who Has What It Takes" aims at
assisting Leaders in selecting the right Subordinates with good effective leadership characteristics who will make them more
successful, and overcoming the personal bias or unconstructive attitudes that so often interfere with choosing effective candidates
who have the strongest leadership characteristics. Also included is an insightful review of the characteristics that
good Leaders demonstrate during the earlier stages of their development.
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Chapter 22 - Troubled Waters
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"Troubled Waters" probes the typical
problems and leadership failings that commonly interfere with effective leadership at organizations that are neck deep in
operating problems or that are looming precariously over hidden managerial reefs that threaten to sink their immediate or
long-term future. Also addressed are the directional changes that are necessary to overcome the common unproductive
leadership practices, failings, and problems that interfere with effective leadership.
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"Turnarounds" reviews and the wide
range of negative conditions, misdirected attitudes, and operational issues confronting turnaround Leaders, and how they can
better maximize their impact to turn the tide of a troubled organization's fortunes through improved business leadership.
Turnarounds also provides extensive leadership insight on conducting a business turnaround.
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© Copyright 2006 by H. Garrett Hayward from
Face the Challenge: The Leader's Success Handbook
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