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Face The Challenge - Vol. 2:  Grasping the Essentials

Listed below are the 219 Section titles for the ten Chapters comprising Volume II (+\- 420 pages) of Face The Challenge.  Please click on the highlighted Section link of the first section of each Chapter to view this individual Section.

CHAPTER 7:  MOTIVATION
 

Section
Topic
7.1
7.2
7.3
7.4
7.5
7.6
7.7
7.8
7.9
7.10
7.11
7.12
7.13
7.14
7.15
7.16
7.17
7.18
7.19
7.20
7.21
7.22
7.23
7.24
7.25
7.26
7.27
7.28
7.29
7.30
7.31
7.32
7.33
7.34
7.35
7.36
7.37
7.38
7.39
7.40
7.41
7.42
7.43
7.44
7.45
7.46
7.47
7.48
7.49
7.50
7.51
7.52
7.53
7.54
7.55
Understanding Motivation
Human Motivation Theory
Morale
Recognition
Fire-in-the-Belly Jobs
Take'em To The "Super Bowl"
Competition Creates Anxiety
Defense Mechanisms
Natural Selection Theory
Providing an Enthusiasm Booster Rocket
Adaptability To Change
Integrity of Objectives
Subordinate Development
Just Say "Yes"
Let Them Do It
Realistic Expectations
Balancing Demands With Benefits
Enhancing the Work Environment
Territoriality
Peer Group Status
Demonstrating Respect
Equitable Treatment
Consistent Leadership
Impact of Failure
Pressure For Results
Solid Backup
Mottoes and Slogans
Disparity of Position Power
Peer Group Power
Corporate Traditions
Crown Princes or Princesses
Risk Aversion
Advanced Management Recruits
Performance Rankings
Do Clothes Make the Subordinate?
Manipulation
The "Why" Word
Routine v. Leading Edge Activities
Pride
"How can I Help You to do Your Job Better?"
The "Home" Office
Community Activities
Don't Forget to Write
Persistent Nitpicking
The "Alamo Syndrome"
Nepotism
Don't Send Flowers, Send Money
Exchanging Gifts
Rule Making
Commendations and Recommendations
Playing for the Tie
Addressing Subordinates
Underachievers
It's the Relationship, Stupid
Developing a Strong Founder's Image

CHAPTER 8 :  LISTENING
 

Section
Topic

8.1
8.2
8.3
8.4
8.5
8.6
8.7
8.8
8.9
8.10
8.11
8.12
8.13
8.14
8.15
8.16
8.17
8.18
8.19

Listen Well, Lead Well
Conversation Behaviors
The Impact of Interrupting
It's Far Better to Appear Stupid
Other Annoying Conversation Habits
Everybody is Entitled to His or Her Opinion, But
Listening is the Leader's Responsibility
Benefits Of Listening Well
Soliciting Subordinate Input
Why They Tell You What You Want To Hear
Action Orientation
Replowing the Same Field
Rational v. Emotional Dialogues
Complaining, Whining, Griping, and Carping
Asking For Advice
Answering Subordinate Questions
Heeding Sound Advice
Black or White Thinking
Speculative Thinking

CHAPTER 9:  TRAINING
 

Section
Topic

9.1
9.2
9.3
9.4
9.5
9.6
9.7
9.8
9.9
9.10
9.11
9.12
9.13
9.14
9.15
9.16

Doing It Right the First Time
Creating Luck
Training Perspectives
Developing Judgment
The Training Function
Being a Leader of Trainers
Effective Training
Training
Sequential Progression
Training Format
Expanding Leadership Effectiveness
Cross-Training
On-the-Job Training
The Tear'em Down, Build'em Up Approach
Skill Training v. Talent
Cross-Pollination

CHAPTER 10:  MEETINGS
 

Section
Topic

10.1
10.2
10.3
10.4
10.5
10.6
10.7
10.8
10.9
10.10
10.11
10.12
10.13
10.14
10.15
10.16
10.17
10.18
10.19

An Unavoidable Fact of Organizational Life
Decision Implementation Levels
Creativity must be Safeguarded
Idea Killing Motivations
Playing the Devil's Advocate
Remaining Constructive
Informal Interaction
Testing the Water
The Cardinal Rule of Meetings
Successful Meetings
Meeting Facilitator Issues
Negative Meeting Behaviors
Meeting Frequency
Conference Calls
Work Group Meetings
"We've Tried That Before"
"Trivial Pursuits"
The "Meeting Game"
Outside Facilitators

CHAPTER 11:  SUBORDINATE INTERACTION
 

Section
Topic

11.1
11.2
11.3
11.4
11.5
11.6
11.7
11.8
11.9
11.10
11.11
11.12
11.13
11.14
11.15
11.16
11.17
11.18
11.19
11.20
11.21
11.22
11.23
11.24
11.25
11.26
11.27
11.28
11.29
11.30
11.31
11.32
11.33
11.34
11.35
11.36
11.37
11.38
11.39
11.40
11.41
11.42
11.43
11.44
11.45
11.46
11.47
11.48

Bad Leadership Drives Out the Good
Do Not Compete With Subordinates
The "Speak No Evil Rule"
Keeping Them Well Informed
Subordinate Pride
Is Perception Reality?
Relationship Depth
Team Players
Subordinate Accomplishments
Micro-Management
Cold Shoulder Treatment
Conflict Resolution
Faultfinding
Constructive Criticism
Ridicule
Avoid Tripe
Pep Talks
Subordinate "Forum Shopping"
Never Challenge Someone To Hit You
Follow-Up
Daily Interactive Practices
Seeking Common Ground
Relationship Boundaries
Trust and Integrity
Nonnegotiable Standards
Subordinates must always Know where they Stand
Don't Carrot Dangle
Leading Personally at the Lower Echelons
Accessibility
"Don't let the Pot Simmer, Don't let it Boil Over"
Interactive Overload
Responding to Subordinate Needs Expeditiously
Don't "Nuke'em"
Intimidation
Assignment Transition
"Speak Softly and Carry a Big Stick"
"How's Everything Going?"
Saying "Thank-You" is not Enough
Rehiring Subordinates
Maintaining Confidentiality
Ideological Proclivities
Character Assassinations, Innuendoes, & Falsehoods
The Multiplier Effect
The Agony of Collision
Hot Buttons
Stacking the Deck
Running Hot and Cold
Going the Extra Mile

CHAPTER 12:  STAFF INTERACTION
 

Section
Topic

12.1
12.2
12.3
12.4
12.5
12.6
12.7
12.8
12.9
12.10
12.11
12.12
12.13
12.14
12.15

Staff and Line Functions Defined
Staff Purpose
Staff Member Qualifications
Evolution of the Staff Function
Primary Alignment and Direction
Team Orientation
Central Focus of Staff Members
Disharmony Among Staff Members
Fatigue
Full Confidence and Endorsement
Ear-Of-The-Boss
Staff-Line Conflicts
Misguided Loyalty
Scope of Authority
"Creating Parallel Lines of Command"

CHAPTER 13:  HUMAN RESOURCE MANAGEMENT
 

Section
Topic

13.1
13.2
13.3
13.4
13.5

Misapplication of Resources
HR Manager Behavioral Traits
Source of Power
Failure of the Supervisor-HR Manager Relationship
Errant Supervisory Practices

CHAPTER 14:  SUBORDINATE TURNOVER
 

Section
Topic

14.1
14.2
14.3
14.4
14.5
14.6
14.7
14.8
14.9
14.10
14.11

Why Subordinates Do Not Perform Well
Inherent Causes of Turnover
Controllable Causes of Turnover
Reducing Subordinate Turnover
Benefits of Reducing Turnover
Indications of High Morale
Indications of Poor Morale
Causes of Poor Morale
Improving Morale
Interviewing, Selecting, and Hiring
"Pass-the-Buck" Hiring

CHAPTER 15:  REWARDS AND PENALTIES
 

Section
Topic

15.1
15.2
15.3
15.4
15.5
15.6
15.7
15.8
15.9
15.10
15.11
15.12
15.13
15.14
15.15
15.16
15.17
15.18
15.19
15.20
15.21

Rewards and Penalties
Rewards
Penalties
Burdensome Policies and Procedures
The Constructive Discipline Process
Reprimands
Criticize Behavior Only
Negotiating Performance Issues
Problem Subordinates
Insubordination
Replacing Unsatisfactory Subordinates Sooner Than Later
Removal of Subordinates
Demotions and Transfers
Compensation
Subordinate Expectations
Bonuses
Performance Reviews
Evaluation Pitfalls
Minimum Wage Management
Quota or Piecework Compensation Systems
Culling-the-Herd

CHAPTER 16:  NEGATIVE LEADERSHIP BEHAVIORS
 

Section
Topic

16.1
16.2
16.3
16.4
16.5
16.6
16.7
16.8
16.9
16.10
16.11

Negative Leadership Behaviors
Image and Growth Issues
Emotional Control Issues
Communication Issues
Motivational Issues
Problem Solving and Decision Making Issues
Planning and Organization Issues
Personal Interaction Issues
Common Statements of Impotent Leaders
Paternalism
Changing Negative Behaviors
 

 
Copyright 2006 by H. Garrett Hayward from Face the Challenge: The Leader's Success Handbook