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Face The Challenge - Vol. 3:  Making it Happen

Listed below are the 160 Section titles for the seven Chapters comprising
Volume III (+\- 440 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 17:  ORGANIZATIONAL CHARACTERISTICS
 

Section
Topic
17.1
17.2
17.3
17.4
17.5
17.6
17.7
17.8
17.9
17.10
17.11
17.12
17.13
17.14
17.15
17.16
17.17
17.18
17.19
17.20
17.21
17.22
17.23
17.24
17.25
17.26
17.27
17.28
17.29
17.30
17.31
17.32
17.33
17.34
The Principles of Administration
The Functions of Management
Authority, Rspnsibility, Acctability, Delgation, Follow-Up
Span-of-Control
Chain-of-Command
Centralization v. Decentralization
Communication
Discipline
Policies and Procedures
Organization Structures and Growth
Routine Procedures
Organizing the Leadership Effort
People in Place v. People in Motion
Strategic Business Units (SBUs)
Maintaining Control
Project Management
Why the Leader's Plate is Full
Structuring Career Development
Informal Organization Structures
Red Tape
Peer Group Reaction
Corporate Carpetbaggers
Spending Attitudes
Fealty
On Time, All the Time
Open-Door Policies
Specialization
Leadership Popularity
The 80/20 Rule
Organizational Politics
Negative Snowballs
Cronyism
Lame Ducks
Defeatism

CHAPTER 18 :  PLANNING
 

Section
Topic

18.1
18.2
18.3
18.4
18.5
18.6
18.7
18.8
18.9
18.10

Leadership Participation
Flexibility
Vision
Organization and Logistics
Planning
"Think"
20/20 Optimism
Planning Phases
Disaster Planning
Execution, Execution, and Execution

CHAPTER 19:  PROBLEM SOLVING
 

Section
Topic

19.1
19.2
19.3
19.4
19.5
19.6
19.7
19.8
19.9
19.10
19.11
19.12
19.13
19.14
19.15
19.16
19.17
19.18
19.19

Why Solutions Fail
Strategy v. Tactics
"Does the Solution Have to be so Complicated?"
Why Suggestions Backfire
Marching to the Sound of Your Strengths
Making New Mistakes
The Skunk Works
There are Many Ways to Skin a Cat, But
Dangers of the Prescient Soothsayer
Leadership Hurdles to Problem Solving
Problem Analysis
Executive Summaries
Successful Committees
Acquiring Additional Expertise
Best-Worst Analysis
Resistance To Change
A Practical Exercise
Responding with Too Much, Too Late
The Law of Unintended Consequences

CHAPTER 20:  DECISION MAKING
 

Section
Topic

20.1
20.2
20.3
20.4
20.5
20.6
20.7
20.8
20.9
20.10
20.11
20.12
20.13
20.14
20.15
20.16
20.17
20.18
20.19
20.20
20.21
20.22
20.23

Deciding What To Decide
Pursuing the Objective
Know What You Know
Making the Wrong Decision for All the Right Reasons
Faith in Judgment
Opinions
Listening to the Naysayers
Living with the Fear of Failure
Ownership of Actions
Vested Interests
Selling Ideas to Subordinates
Contingency Plans
Vacillation
Timeliness
Delegation
Decide, Don't Officiate
"The Buck Stops Here"
"The Best is the Enemy of the Good"
It Will Never Be Unanimous
If It Doesn't Fly On Paper, It Probably Won't Fly
Decide What, Not How
Safety in Numbers
"Stinking Thinking"

CHAPTER 21:  WHO HAS "WHAT IT TAKES?"
 

Section
Topic

21.1
21.2
21.3
21.4
21.5
21.6
21.7
21.8
21.9
21.10
21.11
21.12
21.13
21.14
21.15
21.16
21.17
21.18
21.19
21.20
21.21

Identifying Who Has What It Takes
Forming a Leadership Nucleus
Great Leader, Challenging Subordinate
Bias Reviews
Uncovering Leadership Talent
Work History Repeats Itself
Prospecting For Subordinate Gold
Career Growth Prospects
Who Have They Worked With?
Creative v. Task-Oriented Skills
Administrative v. Organizational Skills
Character is the Premier Selection Criteria
Imagination
Ingenuity
Sense of Humor
Selecting Talent Over Availability
Improving Leadership "Bloodlines"
Project Transition, Ex-Military Leader
Endurance Tests
Supervising Leadership Promotions
Choosing a Successor

CHAPTER 22:  TROUBLED WATERS
 

Section
Topic

22.1
22.2
22.3
22.4
22.5
22.6
22.7
22.8
22.9
22.10
22.11
22.12
22.13
22.14
22.15
22.16
22.17

A Business that isn't Growing, is Dying
The Failure Cycle
Lack of Confidence
Inability To Solve Problems
Negative Organizational Behaviors
Strategic Issues
Leadership Issues
Organizational Issues
Tactical Issues
Financial Administration Issues
Corporate Culture Issues
Decision Making Issues
Managing to Indicators v. Profit and Loss Impact
Internal Profit Centers
"Silk-Stocking" Reformers
The "Great Proficiency" Trap
Burning the Candle at Both Ends

CHAPTER 23:  TURNAROUNDS
 

Section
Topic
23.1
23.2
23.3
23.4
23.5
23.6
23.7
23.8
23.9
23.10
23.11
23.12
23.13
23.14
23.15
23.16
23.17
23.18
23.19
23.20
23.21
23.22
23.23
23.24
23.25
23.26
23.27
23.28
23.29
23.30
23.31
23.32
23.33
23.34
23.35
23.36
"Single Step"
"Times That Try Men's [Women's] Souls"
"Don't Change Sails for One Bell"
Preserving Past Progress
Losing Teaches More Than Winning
Rebuilding the Foundation
Information and Financial Reporting
Results Orientation
Identifying Cause-and-Effect Relationships
Initiating Change
Creative Impact
"Ready, Fire, Aim"
Le Programme D'Jour
Intellect Devoid of Creativity
Turnaround Challenges and Pitfalls
Austerity Programs
"I'll Show You"
Increasing Corporate Overhead Positions
Dormant Strengths
It Can Seem Overwhelming
Cost Control
"Bean Counters" May Not Cut It
Survivalist v. Expansionist
Work Analysis
Supervisory Transition Issues
Controlling Subordinates
Critical Mass
Overcoming Cynicism
Outsourcing
Little Steps Count
Merger Mania
Failure of the Last Repair
The "Black Hole" Nemesis
Developing a Winning Strategy
Keep Rolling Along
Remaining Number One
 

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