Face The Challenge - Vol. 1:  Laying the Foundation

CHAPTER 1:  GENERAL PERSPECTIVES Section Topic 1. 1 1. 2 1. 3 1. 4 1. 5 1. 6 1. 7 1. 8 1. 9 1.10 1.11 1.12 1.13 1.14 1.15 1.16 1.17 1.18 1.19 1.20 1.21 1.22 1.23 1.24   Let's Get Started Historical Perspective Availability of Leadership Resources The Evolution of Position Power Change Doesn't Happen Overnight Moving the Needle Writers Don't Lead, Leaders Don't Write Instinctual Leadership Intuitive v. Cerebral Leaders Common Sense is Not Really So Common Human Interaction as an Abstract Concept The Motivation Debate Corporate Culture Doing Your Best or Trying Hard is Not Good Enough What Does the Customer Think? How the Money is Made Indifferent Subordinate Aspirations Hierarchical Structures Environmental Responsibility Maintaining Equine Custodianship Corporate Benevolence Repetition Learning Leadership Sooner than Later The Future

CHAPTER 2 :  THEORIES AND MYTHS

Section Topic 2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10 2.11 2.12 2.13 2.14 2.15 2.16 2.17 2.18 2.19 2.20 2.21 2.22 2.23 2.24 2.25 2.26 2.27 2.28 2.29 2.30 Leadership Theories in General Scientific Management (Theory X) Democratic Management (Theory Y) Classifying Leadership Styles Task v. People Orientation Positive Reinforcement Participative Management Consensus Management (Theory Z) The Situational Leadership® Approach Teams "Quality Control Circles" "Management By Objectives" The Quality Control v. Financial Control Schools "One Minute Management" "Management By Exception" "Open-Book Management" "Empowerment" The "Everyone is a Leader" Concept "Reengineering" Six Sigma® Programs Leadership "Motor Pools" "Parkinson's Law" "The Peter Principle" "Servant Leadership" "A Message to Garcia" Controlling Mythology Leadership Myths Corporate Myths Decision Making Myths Personnel Myths

CHAPTER 3:  LEADERSHIP FUNDAMENTALS

Section Topic 3.1       3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13 3.14 3.15 3.16 3.17 3.18 3.19 3.20 3.21 3.22 Leadership Interaction Commitment Responsibility Exuberance Character Respect Confidence Loyalty Dependability Recognition and Appreciation Development and Growth Personal Achievement Optimism Communication Skills Guiding Philosophies Insights into Successful Leadership Personal Interaction Skills Leader-Subordinate Relationship Goals Responsibility to Subordinates Fundamentals of the Leader-Subordinate Relationship Ancillary Leadership Expertise It's A "Lead" Dog's Life

CHAPTER 4:  LEADING BY EXAMPLE

Section Topic 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30 4.31 4.32 4.33 4.34 4.35 4.36 4.37 4.38 4.39 4.40 4.41 4.42 4.43 4.44 Leadership Defined A Passion To Impact What Happens Leaders Themselves Must Be Inspirable Good Leader, Good Follower The Leader's Right To Lead All Leaders Must Pay Their Dues Leaders Cannot Please Everybody Good Rule Follower Observable Behavior Leadership Profiles Open-Mindedness "Intelligent v. Hardworking" Conscience Reputation Tenacity Delegate, Don't Abdicate Seek Happiness, Not Contentment Resting on One's Laurels Competitive Attitude Resource Utilization Respect For Time Leadership Proficiency, Like Water, Seeks Its Own Level "To the Front, To the Front, Every Day To the Front" "L'Audace, L'Audace, Toujours L'Audace" "Maintain Attention To Every Detail [MATED]" Overcoming Immediate Obstacles Seek Excellence, Not Perfection Change v. Improvement "Walk-the-Talk" "That's Such a Good Idea, I wish I thought of it Myself" Paddling Upstream Subordinate Change "Managing the Boss" "Thank-You, I'll Never Do It Wrong Again" Rational Alarmist Bluffing Everybody Gets Tired Passing the Baton Trial By Subordinate Jury Crisis Profile Knowing Everything Remaining Idle Demanding the Seemingly Impossible Seizing the Initiative

CHAPTER 5:  ATTITUDES AND PERSONAL GROWTH

Section Topic 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.8 5.9 5.10 5.11 5.12 5.13 5.14 5.15 5.16 5.17 5.18 5.19 5.20 Crossing the Line Things Will Never Be Easier "Work When You Work, Play When You Play" Who's in Charge Here? Rock of Gibraltar Types Self-Development Maintaining Physical Energy Levels Impact of Aging Position Growth Basics are Critical Pomp and Circumstances Don't Judge a Book By Its Cover Fraternization Personal Organizational Skills Subordinates Reflect Their Leader's Proficiency Level Struggling to Have Things Your Way Experience Giving Advice Building and Maintaining Self-Confidence The Tacit Arrogance of Intellect

CHAPTER 6:  CHARACTER TRAITS AND VALUES

Section Topic 6.1 6.2 6.3 6.4 6.5 6.6 6.7 6.8 6.9 6.10 6.11 6.12 6.13 6.14 6.15 6.16 6.17 6.18 6.19 6.20 6.21 6.22 6.23 6.24 6.25 6.26 6.27 6.28 6.29 6.30 6.31 6.32 6.33 6.34 6.35 6.36 6.37 6.38 6.39 6.40 6.41 6.42 6.43 6.44 6.45 Balancing Power and Ego Ego Emotional Support Exercising Self-Control Personality Conflicts Misguided Leadership Attitudes Scapegoating Heroic Aspirations Disappointing Subordinate Performance Paranoia Veracity Whimsical Preferences Criticism Overreacting Self-Pity Exaggeration Arrogance Boredom Resilience Patience Consistency Fairness Empathy v. Sympathy Sincerity Compassion Impetuosity Adversity Superstition and Luck Humility The "Kick-the-Cat Syndrome" Grudge Bearing Approval Ratings Pious Beliefs Profanity Ignoring Reality Political Views Charitable and Civic-Minded Actions Separation Anxiety Feeling Pleasure Over Another's Misfortune Hypocritical Behavior Conflicts of Interest Self-Monitoring Drastic Makeovers Claiming Credit for Accomplishments Threatening to Resign     Volume 2 - Grasping the Essentials   Volume 3 - Making It Happen   © Copyright 2006 by H. Garrett Hayward from Face the Challenge: The Leader's Success Handbook