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Other titles in the 50-Minute Series series:
Learning to Lead (50-Minute Series)
Synopses & Reviews
The "50-Minute series is a collection of over 200 books that have a common goal--a simple, direct, self-study approaches to topics. Designed to be brief and highly interactive, "50-Minute Books offer a single-minded approach to developing the skills needed in today's workplace. The promise is in the name, the books can be read in one or two evenings, or in one concentrated sitting. The "50-Minute Books in this catalog have helped millions of readers to understand the changing needs of the workplace and to find the ways to grow, adapt, and develop new skills at their own pace. Because these are books that describe and teach the fundamental and specialized skills people need today to succeed, individuals will seek them out. Managers will look here for help too--the businesses in any sizeable community often spend more on training people, and teaching them new skills, than the average school district spends on educating children. Crisp is a familiar name in the business marketplace, and every year we hear from trainers, executives, supervisors, and workers at every level about how useful the "50-Minute Books are. If you would like to know more about how we can help you to help your customers, and find the potential sales in your business community, please let our reps know or contact Crisp Trade Sales. This book presents clear, direct ways to deal with the daunting tasks of leadership for new managers who need to develop these skills.
Most managers would prefer to be known as excellent leaders rather than excellent managers. Upon completion of this book, you will understand the sources of leadership power, the primary ways to handle resistance to change, the difference between managers and leader/managers, and developing and communicating your vision.
Table of Contents
Part 1: Exploring Your Leadership Potential Differentiating Leaders from Managers Assessing Your Readiness for Leadership Developing Your Personal Management Practices Part 2: Being Your Personal Best Rethinking Leadership Traits Understanding and Using Leadership Power Wielding Role Power Judiciously Avoiding the Pitfalls of Role Power Defining Relationship Power Managing Your "Chip" Account Realizing the Power of Knowledge Communicating Confidence Through Non-Verbal Cues Projecting a Leadership Attitude Summary of Part 2 Part 3: Being a Visionary Knowing Where You Are Going Avoiding the Roadblocks in the Details Making Decisions According to Your Vision Communicating Your Vision Working with Stakeholders Creating Goals to Reach Your Vision Summary of Part 3 Part 4: Being a Change Agent Leading People Through Change Assessing Potential Organizational Change Understanding the Human Response to Change Recognizing Project vs. Cultural Change Managing Change Effectively Developing a Culture for Change and Learning Keeping Current with Continuous Learning Fostering Ongoing Improvement in the Workplace Summary of Part 4 Part 5: Being a Team Leader Bringing People Together into Teams Assessing Team Effectiveness Working Toward Common Goals Knitting Together Varied Responsibilities Developing the Human Side of Teams Turning Conflict into Team Cohesiveness Setting the Tone for Resolving Conflict Productively Describing vs. Evaluating Others' Behavior Discerning Content Conflicts vs. Relationship Conflicts Refraining from Conflict in Writing Promoting Direct Communication Among Team Members Increasing Trust Within the Team Summary of Part 5 Part 6: Creating an Action Plan Ranking Management and Leadership Practices Interpreting Your Scores Identifying Skills to Be Strengthened Setting Goals for Leadership Development Communicating Your Development Plan Drafting Your Leadership Self-Portrait in Six Months Appendix Authors' Suggested Responses to Case Studies Recommended Reading
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