The Connected Leader: Creating Agile Organizations for People, Performance and Profits

Contents......Page 8
Acknowledgements......Page 12
GOOD LEADERS ALWAYS EVENTUALLY FAIL......Page 16
THE PEOPLE ECONOMY......Page 18
THE CONNECTED LEADERSHIP CONCEPT......Page 20
FOUR PARTS, SEVEN CHAPTERS AND FIVE STEPS......Page 21
ONE LAST THING......Page 24
Part One The case forconnections......Page 26
1 What do peoplewant?......Page 28
WHAT DRIVES ENGAGEMENT AND WHY DOES IT MATTER?......Page 29
HOW IS THE NATURE OF ENGAGEMENTCHANGING?......Page 32
WHAT ARE THE NEW RULES OFENGAGEMENT?......Page 35
THE 30-SECOND RECAP......Page 41
2 How doorganizations respond?......Page 46
HOW DO ORGANIZATIONS AND INDIVIDUALS BECOME DISCONNECTED?......Page 47
WHAT DOES AN ORGANIZATION DESIGNED FOR ENGAGEMENT LOOK LIKE?......Page 58
THE 30-SECOND RECAP......Page 63
HOW READY ARE YOU FOR THE PEOPLE ECONOMY?......Page 68
IS YOUR ORGANIZATION A ‘REAL’ COMMUNITY?......Page 71
Part TwoThe case forconnectedleadership......Page 76
3 What must leaders do?......Page 78
WHAT DO LEADERS DO?......Page 79
WHAT IMPACT DO LEADERS CREATE?......Page 84
THE 30-SECOND RECAP......Page 92
4 How can leaders succeed?......Page 96
HOW DO LEADERS ACHIEVE HIGH PERFORMANCE IN THE PEOPLE ECONOMY?......Page 97
WHAT IS DIFFERENT ABOUT THE NEW HIGH-PERFORMING LEADERSHIP RECIPE?......Page 101
THE 30-SECOND RECAP......Page 111
MEASURING LEADERSHIP IMPACT – THEIMPACT QUOTIENT......Page 114
WHAT KIND OF LEADER ARE YOU?......Page 119
Part Three The levers of connected leadership......Page 124
5 How to connect through trust......Page 126
WHY IS TRUST CRITICAL TO CONNECTED LEADERS?......Page 127
HOW DO CONNECTED LEADERS CREATE AND SUSTAIN TRUST?......Page 132
BECOMING A TRUSTED CHANNEL......Page 133
EXERCISING THOUGHTFUL INFLUENCE......Page 136
HAVING CONCERN FOR IMPACT......Page 138
THE 30-SECOND RECAP......Page 140
6 How to engage through meaning......Page 144
WHY IS MEANING CRITICAL TO PERFORMANCE?......Page 145
HOW DO CONNECTED LEADERS CO-CREATEMEANING?......Page 152
HAVING NO BOUNDARIES......Page 153
DOING THE GROUNDWORK......Page 155
BEING TENACIOUS......Page 157
THE 30-SECOND RECAP......Page 159
7 How to sustainperformancethrough dialogue......Page 162
WHY DOES REAL DIALOGUE MATTER TO PERFORMANCE?......Page 163
LISTENING FIRST......Page 169
HUMILITY......Page 171
INFECTIOUS PASSION......Page 173
THE 30-SECOND RECAP......Page 175
HOW CONNECTED ARE YOU?......Page 178
Part FourDevelopingconnectedleadership......Page 184
Step 1: Understand the ‘real’......Page 186
MAPPING YOUR ‘REAL’ ORGANIZATION......Page 187
PATTERNS OF ‘REAL’ ORGANIZATIONS......Page 188
CREATING A ‘REAL’ MAP......Page 191
Step 2: Map out the‘formal’/‘real’ gap......Page 194
THE GAP MATTERS......Page 195
THE KEY QUESTIONS......Page 196
Step 3: Evaluate yourimpact......Page 198
iPOD LEADERSHIP......Page 199
DEVELOPING STRATEGIES......Page 201
Step 4: Develop connected leadership characteristics......Page 204
INTEGRATED VERSUS SEQUENTIAL DEVELOPMENT......Page 205
DEVELOPING TRUST......Page 209
DEVELOPING MEANING......Page 210
DEVELOPING DIALOGUE......Page 212
DEVELOPMENT TACTICS......Page 213
Step 5: Build a supporting context......Page 216
CONTEXTUAL IMPROVEMENT......Page 217
IMPACT AS THE KEY TO UNLOCKING CONNECTIONS......Page 219
Concluding thoughts......Page 224
PART 1......Page 226
CHAPTER 2......Page 227
CHAPTER 7......Page 228
CONCLUDING THOUGHTS......Page 229
Index......Page 230