Thanks so much for reading the book and looking at this Online Resource Centre.
My goal is to help you get as much as possible from the book, and put the ideas into practice. I hope you find the additional resources useful and valuable in applying the principles and ideas in the book.
INTRODUCTION
Notes:
- Graeme Codrington, “A definition of leadership: ‘getting people done through work'”
- Ian Berry, “Remarkable Leadership” interview
CHAPTER 1. Show Up: Make Time To Lead
In the past, it was possible to be productive by shutting your door, arriving early, or spending time off site. That doesn’t work anymore because the world won’t stop for you. Social media, smartphones, and globally dispersed teams mean you might have no quiet time at all. We live in an “always on” world, where it’s impossible to just shut the door and hope everybody else will wait for us. If you want to be productive, and you want your team to be productive, learn to work in flow. Accept our fast-paced, chaotic world, and learn to work with it rather than against it. If you’re on a raft in a fast-flowing river, instead of fighting the current (or wishing it wasn’t going so fast), go with the flow and learn to navigate the obstacles.
Notes:
- Heidi Grant Halvorson, “Nine Things Successful People Do Differently”, Harvard Business Review
- “When Taking a Break Could Be a Matter of Life and Death”, Knowledge @ Wharton
- Maryam Kouchaki, “In the Afternoon, the Moral Slope Gets Slipperier”, Harvard Business Review
- Lisa Evans, “The Exact Amount Of Time You Should Work Every Day”, Fast Company
- Tony Schwartz and Christine Porath, “The Power of Meeting Your Employees’ Needs”, Harvard Business Review
- Neen James, “Folding Time” interview
Webinar Recording: 5 Life Changing E Mail Productivity Tips
If you use e-mail the right way, it can help you get more done, with less stress and frustration, so you get to do what you really want to do, not just what you have to do. In this webinar, I share five key e-mail productivity principles for emptying your in-box, managing the flow of e-mail, and getting the important things done.
CHAPTER 2. Speak Up: Cut Through The Clutter
Even if you have authority and respect because of your role, when you’re making a presentation you can’t assume you have your audience’s attention and interest. It’s not that they don’t care; they are just busy, easily distracted, and thinking about other things. You must create and deliver messages that keep the audience engaged during your presentation and inspire them to take action when you finish.
Notes:
- Dan Schawbel, “How to Use Storytelling as a Leadership Tool”, Forbes
- Andy Goodman, “Stories or Data: Which Makes the Stronger Case?”
- Jeremy Hsu, “The Secrets of Storytelling: Why We Love a Good Yarn”, Scientific American
- Jamie Oliver, “Teach every child about food”
- Hans and Ola Rosling, “How not to be ignorant about the world”
Workbook: Crafting Magnetic Messages
This workbook takes you through the eight-step process of designing a “MAGNETIC” message:
- MOTIVATION: Pitch your message at the right level for your audience.
- ACTION: Summarise your message in a single, action-oriented sentence.
- GOAL: Know what you want your audience to feel, know, do and say when you finish.
- NOTICED: Give it a title that grabs their attention and interest immediately.
- ENROL: Answer their four key ‘Why’ questions before you present your main ideas.
- TRANSFORM: Design a simple diagram to show the shift you want them to make.
- INCIDENTS: Use stories and examples to reinforce your message.
- COMMIT: Attach your message to their future so they take action later.
CHAPTER 3. Step Up: Stand For Something
Marketers put a lot of work into building an organisation’s “brand”, which is the way the organisation is perceived to others, both internal and external. As leaders, we should place equal importance on our personal brand.
Notes:
- Kate Couric, “Capt. Sully Worried About Airline Industry”, CBS News
- Tom Peters, “The Brand Called You”, Fast Company
- Wikipedia: Personal Learning Network
- Chris Pudney and Gihan Perera, OutOfOfficeBook.com
- Kirsten Hodgson, “I’ve set up my LinkedIn profile, now what?”
Audio Program: Create a Personal Brand with Impact
Personal branding is for everybody, and a strong personal brand has never been as important. In this interview, Jane Anderson talks about the three elements of building a powerful personal brand: clarity, communication, and control.
CHAPTER 4. Light Up: Foster Innovation
In the past, when most organisations could rely on a few innovations a year, innovation was considered to be only the role of a Research & Development department. Now, when your organisation is more complex, employees have more ideas, and the external environment is changing so fast, innovation is everybody’s responsibility.
Notes:
- Nils Vesk, “Innovation Blueprint” interview
- “What is EDI?”
- Wikipedia: Kaizen
- JC Spender and Bruce Strong, “Who Has Innovative Ideas? Employees.”, Wall Street Journal
- Ian Hutchinson, “Has Engagement Research Made It Too Hard – and Paralyzed Effective Action?”
- John Milinovich, “How Fast-Growing Startups Can Fix Internal Communication Before It Breaks”
- “Case Study: Employee Innovation at Red Gate”
- “‘Jugaad’ innovation: the businesses getting creative in the face of scarcity”, The Guardian
- Julian Birkinshaw, “Employee-led innovation”, London Business School
- “Fuel Efficiency Drive Saves A Packet”
- Myles Anderson, “88% Of Consumers Trust Online Reviews As Much As Personal Recommendations”
- Vashti Hallissey, “Russian Bank Rewards Customers Who Work Out With Higher Interest Rates”
- Martin Edelston, “Martin Edelston’s Secrets for Success in Life”
- “Geneix is a DNA Data-Determined Drug Service for Doctors”
- Jennifer Mueller, “Managers Reject Ideas Customers Want”, Harvard Business Review
- James Clear, “This Person Improved Every Tiny Thing by 1 Percent and Here’s What Happened”
Special Report: 15 Instant Innovation Questions for a Customer-Centric World
When most organisations think of their customers, they think of doing things for them. That’s good, because it means you focus on serving them. However, customers now have more power and influence than ever before, and are happy to help you as well. Here are 15 ways to tap into your customers and clients to provide better products, services and experiences.
CHAPTER 5. Wise Up: Build Their Judgement
As their leader, you have the benefit of greater experience, which gives you deeper insight, and that in turn leads to wisdom. Help your team members acquire that same wisdom, and then you’ll be able to trust their judgement.
Notes:
- Southwest Airlines safety demo
- “Holacracy: How It Works”
- Mike Figliuolo, “Do you give your team specific guidance or broad guidelines?”
- “Cooks Make Tastier Food When They Can See Their Customers”, Harvard Business Review
- “Psychological connectedness to the future self”
- Denise Morrison, “The Main Ingredient of Change”, Harvard Business Review
- Amazon.com customer support example
- Mark Granovetter: The Strength of Weak Ties
- “Employees in the community”
Slide Show: Build Their Judgement – 23 Ways To Get More From Your Team Members
Are you confident enough in your team members’ judgement that you could trust them to go beyond their current roles? As their leader, you have the benefit of greater experience, which gives you deeper insight, and that in turn leads to wisdom. Help your team members acquire that same wisdom, and then you’ll be able to trust their judgement.
CHAPTER 6. Tune Up: Accelerate The Experience Curve
The modern workplace still needs skills training, of course. But it also needs ways for you to accelerate the experience cycle. In particular, if you want to develop your team members to be better leaders, about 70% of their development will happen outside the traditional training course.
Notes:
- Wikipedia: The 70/20/10 Model
- SI Tannenbaum SI and CP Cerasoli, “Do team and individual debriefs enhance performance? A meta-analysis”, PubMed
- Wikipedia: The Flipped Classroom
Audio Program: Mentoring Works
In a fast-paced world, training alone isn’t enough to provide organisations and their people with the development they need to succeed at work. The new imperative for organisational development is mentoring, which provides individual support, taps into the wisdom and experience of your best talent, and future-proofs the organisation.
Gihan interviews Ann Rolfe.
CHAPTER 7. Team Up: Find Talent Everywhere
In the past, everybody on your team was a full-time staff member working in the same office. Now, your team might include full-timers, part-timers, contractors, interns, telecommuters, and job sharers. We also have extended work teams, using outsourcing, crowdsourcing, and other similar work practices.
Notes:
- Price Waterhouse Coopers, 70% of Generation Y employees say workplace demands interfere with their personal life
Audio Program: How the Internet Has Changed the Workplace
The Internet has changed the way we work. With the growth of telecommuting, leaders and their teams have greater flexibility and freedom in how work gets done. Employees love it because it gives them a more flexible work style, and it also has benefits for employers, leaders and managers – both now and for future-proofing your organisation.
CHAPTER 8. Partner Up: Join Forces
Influence is no longer controlled by just a few. The Internet has given power to the people, and people everywhere are creating pockets of influence. By building partnerships with the right influencers, you work together to create something you both want – and something that helps you, your team, and your organisation.
Notes:
Audio Program: Profitable Partnerships
The world is moving from transactions to partnerships, and there’s never been a better time to create powerful partnerships. In this interview with Sue and Andrew O’Brien, authors of “Couple On The Run”, you’ll discover a powerful seven-step process to partner with customers, suppliers, and other influencers in your network.
CHAPTER 9. Link Up: Leverage Trust
Most traditional organisations operate with two hierarchies: the management hierarchy, represented by an organisational chart; and the sales hierarchy, represented by the sales funnel. These two structures are the backbone of the traditional organisation – arranged internally by the management hierarchy and externally by the sales hierarchy. Your success today is not just about management and customers; it’s about your entire community.
Notes:
- Foot in the Door Phenomenon
- Adrian Slywotzky, “How Symphonies Grew Strong Audiences By Killing The Myth Of The Average Consumer”, Fast Company
- Mark Buckshon, “Construction Marketing Reciprocation is a Science, It’s not an Art”
- Wikipedia: The Paradox of Choice
Webinar Recording: It’s a Matter of Trust
Even if you have a large network, only a few key individuals will have the greatest value for you (and vice versa). So don’t waste your time trying to reach out to everybody. Instead, build and leverage trust with these key influencers, and you save time and effort.
CONCLUSION
Notes:
- Joi Ito, “Want to innovate? Become a ‘now-ist'”
- Evie Nagy, “How To Know If Your Dumb Idea Will Change The World”, Fast Company
- “Passengers push frozen Siberian plane on runway in Russia, before smooth flight to Krasnoyarsk”, ABC News
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