Face The Challenge - Vol. 2:  Grasping the Essentials

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     Volume 1 - Laying the Foundation   Volume 3 - Making it Happen     © Copyright 2006 by H. Garrett Hayward from Face the Challenge: The Leader's Success Handbook