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Face the Challenge - Chapter Summaries
Volume 1 - Laying the Foundation

Chapter 1 - General Perspectives

"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.

Chapter 2 - Theories and Myths

"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.

Chapter 3 - Leadership Fundamentals
"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.
Chapter 4 - Leading by Example
"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.
Chapter 5 - Attitudes and Personal Growth
"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.
Chapter 6 - Character Traits and Values
"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

Chapter 7 - Motivation

"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.

Chapter 8 - Listening

"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.

Chapter 9 - Training
"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.
Chapter 10 - Meetings
"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.
Chapter 11 - Subordinate Interaction
"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.
Chapter 12 - Staff Interaction
"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.
Chapter 13 - Human Resources Management
"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.
Chapter 14 - Subordinate Turnover

"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.

Chapter 15 - Rewards and Penalties

"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.

Chapter 16 - Negative Leadership Behaviors
"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

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.

Chapter 18 - Planning

"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.

Chapter 19 - Problem Solving
"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.
Chapter 20 - Decision Making
"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.
Chapter 21 - Who Has What It Takes
"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.
Chapter 22 - Troubled Waters
"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.
Chapter 23 - Turnarounds
"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