Face The Challenge - Vol. 3:  Making it Happen

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     Return to Table of Contents   © Copyright 2006 by H. Garrett Hayward from Face the Challenge: The Leader's Success Handbook