Leaders Ought to Know. 11 Ground Rules for Common Sense Leadership

  • ID: 2330947
  • Book
  • 288 Pages
  • John Wiley and Sons Ltd
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Praise for Leaders Ought to Know

"There are lots of books on leadership, but there are precious few true leaders who have the depth of leadership experience and wisdom of Phillip Van Hooser. In Leaders Ought to Know, Phillip shares lessons born of his experience both as a leader and as a trusted advisor to leaders for over twenty–five years. I don′t recommend books lightly, but I absolutely recommend Leaders Ought to Know as a must–read for any leader or those who aspire to be leaders."
JOE CALLOWAY, author of Be the Best at What Matters Most

"Leaders Ought to Know is the perfect book about leadership skills written by a guy who knows leadership inside and out. Forget about theory this is all stuff that can be used today, tomorrow, and forever. Phillip looks at issues that may seem complex and breaks them all down into manageable steps that lead to success. You will learn how to ratchet up your performance and in tandem build the skills of the folks on your team."
JOE SCARLETT, retired chairman of Tractor Supply Company; founder of the Scarlett Leadership Institute

"Phillip Van Hooser lays out a ′flight plan′ that will navigate and guide you to your destination in leadership terms. Leaders Ought to Know is well worth the read and validates and expands on my experiences in leadership roles over many years."
HOWARD PUTNAM, former CEO of Southwest Airlines; author of The Winds of Turbulence

"This is the book that every follower wants every leader to read and apply. Leaders Ought to Know is filled with Phillip Van Hooser′s practical, commonsense wisdom. Don′t just read this book, pull out your highlighter and study it. You and those you lead will be more successful and satisfied because you did."
RANDY G. PENNINGTON, author of Results Rule!: Build a Culture that Blows the Competition Away

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Acknowledgments xi

Introduction 1

Can You Keep a Secret? 1

This Is a No Secret Zone 5

Ground Rules 7

1 Choosing to Lead 11

Born Leaders The Myth 11

Your Most Important Professional Decision 14

If Japan Can, Why Can t We? 17

Congratulations, You ve Been Promoted! Now What? 21

The Doctor Is in, and the Patient Is Waiting 23

Accepting the Challenge 27

2 Offer Service, Take Action 31

Management 101 31

The Four Management Functions 32

The Four Resources to Be Managed 33

If Not People, Who Then? 34

The Six Management Objectives 36

What Do You Think? 37

Mario and Luigi 40

Commonsense Leadership 44

The Ability to Offer Service 45

The Willingness to Take Action 47

3 The Essential Element 51

The Essential Element 51

Leadership Begins and Ends with Followers 53

Three Primary Assumptions 55

The Leadership Lie 60

How Close Is Too Close? 62

Know Your Followers 64

Who Are You? 66

Yes, and Then Some 69

4 A Recipe for Respect 73

WWYFS 73

Respect Is as Respect Does 76

The Recipe for Earning Respect 78

Respect Ingredient #1: Consistency 79

The Wisest Man in Princeton, Kentucky 81

Respect Ingredient #2: Quality Decision Making 84

Honey, How Far? 84

Respect Ingredient #3: Interacting with Others 87

Wrapping It Up 90

5 Honesty and Other Truths 91

The Truth about Honesty 91

The Scheduler s Position 92

Leadership Failures 97

The Honesty Game 99

Game Contestants 99

Objectives of the Game 100

Rules of the Game 100

Losing the Game 102

Winning the Game 102

Time Frame of the Game 103

The Zipper Factor 103

Brutal Honesty 108

6 Two Motivational Truths 111

What Supervisors and Managers Want to Know 111

Help Me Motivate My People 112

Motivational Theories Abound 114

Motivational Truth #1 116

Motivation versus Manipulation 119

Manipulation Doesn t Pay It Costs 122

Motivational Truth #2 124

Can We Have a Pool Table? 125

How Can They Sit There and Lie to Me Like That? 129

Is That All? 131

7 Why People Do What They Do 133

The Worst Motivational Speech 133

Giving before Getting 137

It s More than Gratitude 138

The Cornerstone Concept 139

What, Not Why 143

Determining Individual Needs 144

Easiest or Shortest 148

Preparing for Unsatisfied Needs 150

Emotional Defense Mechanisms 155

8 Preventive Leadership 157

Practicing PM 157

Embracing PL 158

Do Leaders Really Think? 160

Six Thought Processes to Support Preventive Leadership 161

Explorative Thought Asking Why? 161

Comparative Thought Asking Why Not? 162

Predictive Thought Asking When? 163

Creative Thought Asking What If? 164

Deliberative Thought Asking How? 165

Interactive Thought Asking What Do You Think? 165

I m Moving to Alaska! 166

Running from or to and Why It s Important 171

The Wisdom of Dumb Questions 174

Dumb Question #1: How Am I Doing? 176

Dumb Question #2: What Have I Screwed Up Lately? 176

Dumb Question #3: What Should I Be Doing Better? 177

Dumb Question #4: What Would You Like Me to Do about That? 177

How It s Done 178

9 Fearsome Facts 181

Who s Your Daddy? 181

Understanding Fears 190

Fearsome Fact #1: We All Have Them 192

The Fear of Rejection 194

The Fear of Failure 195

The Fear of Success 196

What Means Nervous ? 197

Fearsome Fact #2: Unfamiliar Experiences Are Breeding Grounds for New Fears 199

Making Unknowns Known 201

Fearsome Fact #3: Unsuccessful Experiences Compound Our Fears 203

What It Means 205

10 Leadership Pitfalls 207

Seven Deadly Sins 207

Leadership Pitfall #1: An Elevated Sense of Self–Importance 209

I Hope the Old Man Is Getting Some of This 210

Leadership Pitfall #2: Practicing Favoritism 213

I d Rather Be Flat Broke 216

Leadership Pitfall #3: Inability or Unwillingness to Control Emotions 219

When You Lose Your Temper 221

The Power of an Apology 228

Pursuing Leadership Success 229

11 Commonsense Success 231

Seniority, Experience, or Something Else? 231

Choosing Success 233

Too Many Choices? 234

A Professional Triple Threat 236

Knowledge and Understanding 236

Skills and Application 237

Personal Desire and Commitment 238

I Should ve Bought That Farm 240

Commonsense Success Choice #1: If I Am to Fail, I Choose to Fail Aggressively 240

Commonsense Success Choice #2: To Hit a Home Run, I Must Swing the Bat 242

Commonsense Success Choice #3: Choosing Yes 245

Commonsense Success Choice #4: When I Mess Up, I Must Fess Up Quickly 250

One More Foundational Concept 254

Conclusion 257

A Conclusion Isn t a Conclusion 257

Congratulations to You 258

Leaders Are Readers or Are They? 259

Leaders Are Doers or Should Be 260

I Wish Buster Was Here 262

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Phillip Van Hooser is the founder of the Leaders Ought to Know® leadership development program. His clients include Westar Energy, Alliance Coal, Reebok, Blue Bell Creameries, Eli Lilly and Company, Lockheed Martin, KPMG, Verizon, Wells Fargo, and Helena Chemical. A former president of the National Speakers Association, Phil has earned the Certified Speaking Professional designation and is a member of the Speaker Hall of Fame.

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