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Feedback: some notes on how to engender continual, two-way feedback with your team (2/2)
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Feedback: some notes on how to engender continual, two-way feedback with your team (2/2)
by Phillip Whiteley, Susan Bloch
Complete Leadership
Cover
Complete leadership (1/2)
Complete leadership (2/2)
contents
foreword
introduction
chapter one they talk about you – how leadership affects the staff
‘What am I doing here? (Maybe I’m not up to it . . .?)’
‘I didn’t realize how important it was to prepare for the top’
‘Get real, Mum and Dad, this is the modern world’
‘It’s tough being a female executive in a man’s world’ (1/2)
‘It’s tough being a female executive in a man’s world’ (2/2)
chapter two your behaviour is worth money – the links between what you do and how the business is
Behaviour and leadership style: does it make a difference?
Can I change? Will it change my personality? (1/2)
Can I change? Will it change my personality? (2/2)
‘If only . . .’ and ‘I should . . .’
We learn from what we do well, not from our mistakes
Do I have to change my personality?
chapter three take a picture of yourself – learn about the type of leader you already are
The six leadership styles (1/2)
The six leadership styles (2/2)
How to draw up your leadership style chart (1/2)
How to draw up your leadership style chart (2/2)
Emotional intelligence (1/2)
Emotional intelligence (2/2)
chapter four: the picture comes back from the developers – how the team sees you
Self-awareness and delegation (1/2)
Self-awareness and delegation (2/2)
chapter five: a 3-D image of how we lead – using greater self- awareness to develop leadership strengths
The charts that the questionnaires produce
Beliefs drive behaviour (and an example of how workaholic beliefs can distort our perceptions) (1/2)
Beliefs drive behaviour (and an example of how workaholic beliefs can distort our perceptions) (2/2)
When all else fails, ask your kids
Feelings are contagious (you can make others feel really good or really bad about themselves)
3-D development (1/2)
3-D development (2/2)
chapter six: so, I’m not perfect – what next? the development begins in earnest (1/2)
chapter six: so, I’m not perfect – what next? the development begins in earnest (2/2)
I need to change . . . Some notes on ‘competing commitments’ (1/2)
I need to change . . . Some notes on ‘competing commitments’ (2/2)
Get a coach? Some notes and warnings (1/2)
Get a coach? Some notes and warnings (2/2)
chapter seven: measuring your progress
Feedback: some notes on how to engender continual, two-way feedback with your team (1/2)
Feedback: some notes on how to engender continual, two-way feedback with your team (2/2)
chapter eight: you are on stage but not acting – an awareness of the public nature of the leader’s role
The team grows as well (1/3)
The team grows as well (2/3)
The team grows as well (3/3)
chapter nine: did I just get better? complete leadership in action
How to manage your boss
Complete leadership in negotiations (1/2)
Complete leadership in negotiations (2/2)
chapter ten: you never stop improving
Complete leadership: let yourself flourish (1/2)
Complete leadership: let yourself flourish (2/2)
Concluding notes
notes
index
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chapter eight: you are on stage but not acting – an awareness of the public nature of the leader’s role
momentum
complete leadership
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143
pages 142 /
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