Intrenion

Books as Frameworks: Leadership & Management

Table of Contents

• 10 Steps to Be a Successful Manager (Lisa Haneberg)
• 100 Things Successful Leaders Do (Nigel Cumberland)
• Beyond Performance 2.0 (Scott Keller et al.)
• Developing the Leader Within You 2.0 (John C. Maxwell)
• Harvard Business Review Leader’s Handbook (Ron Ashkenas et al.)
• Harvard Business Review Manager’s Handbook
• How to Become CEO (Jeffrey J. Fox)
• How to Lead When You’re Not in Charge (Clay Scroggins)
• It’s Okay to Manage Your Boss (Bruce Tulgan)
• Leadership BS (Jeffrey Pfeffer)
• Leading from the Middle (Scott Mautz)
• Make It So (Wess Roberts et al.)
• Nine Lies About Work (Marcus Buckingham et al.)
• Radical Candor (Kim Scott)
• Rise (Patty Azzarello)
• Scale (Jeff Hoffman et al.)
• Secrets of Success at Work (Nigel Cumberland)
• The 21 Indispensable Qualities of a Leader (John C. Maxwell)
• The 27 Challenges Managers Face (Bruce Tulgan)
• The First 90 Days (Michael Watkins)

10 Steps to Be a Successful Manager (Lisa Haneberg)

1. Know Your Business
2. Work Well With Others
3. Define and Model Excellence
4. Hire for Fit and Onboard for Success
5. Use Pull Versus Push Motivation
6. Reinforce and Reward the Non-negotiables
7. Bring Out the Best in Others
8. Plan, Measure, and Adjust
9. Manage Change and Transition
10. Build a Career, Leave a Legacy

100 Things Successful Leaders Do (Nigel Cumberland)

1. Understand your motivations
2. Know yourself
3. Discover the art of self-leadership
4. Don’t wait for the job title
5. Use your influence, not authority
6. Be visionary with purpose
7. Walk the talk
8. Succeed from day one
9. It’s not a popularity contest
10. Listen well
11. Demand excellence
12. Hold firm to what you believe
13. Master office politics
14. Think about context
15. Grasp the bigger picture
16. You can’t rush becoming an expert
17. Leaders are servants
18. Watch out for biased thinking
19. Put trust at the top of your list
20. Interview like a professional
21. Keep up in a fast-changing world
22. Try an executive coach
23. Project passionate positivity
24. What are you ready to sacrifice?
25. Don’t say ‘yes’ if you mean ‘no’
26. Seek and embrace feedback
27. Deal with resistance to change
28. Embrace failures
29. Don’t rely upon past victories
30. Learn, unlearn, relearn
31. Proactively seek out challenges
32. Expect the odd storm in your team
33. Put yourself in other’s shoes
34. Know when to shut up
35. Play to your strengths
36. Trust your intuition
37. Don’t neglect presentations
38. Own up when you’re wrong
39. Empower your team
40. Don’t neglect the small talk
41. Delegate well
42. Indulge your child-like curiosity
43. Get your hands dirty
44. Develop your successors
45. Drive for results
46. Put the right people in the right roles
47. Coach your team carefully
48. Persist when others give up
49. Control yourself
50. Keep your values centre stage
51. Optimise everything
52. Sense-check before you act
53. Walk tall
54. Give others the spotlight
55. Wisely step in to micro-manage
56. Spread optimism
57. Pick people up when they fall
58. No bullshit allowed
59. Don’t forget your health
60. Be bold and daring
61. Look way beyond the bottom line
62. Be an excellent mentor
63. Break rules
64. Accept you may be lonely
65. Make the right calls
66. Play peacemaker
67. Spell out responsibility
68. Be entrepreneurial
69. Think globally
70. Cope with the unexpected
71. Peer into the future
72. Choose your role models carefully
73. Get off your high horse
74. Stand tall during storms
75. Value diversity and inclusivity
76. Lead with your body language
77. Leave your door open
78. Become culturally intelligent
79. The customer always comes first
80. Choose your words carefully
81. Motivate to retain your talent
82. Always understand the numbers
83. Embrace technology
84. Negotiate your way to success
85. Resign for your beliefs… if necessary
86. Smash through ceilings
87. Don’t ignore that elephant in the room
88. Let go of things you no longer need
89. There’s no time for delay
90. Prepare for the impossible
91. Lead remote teams carefully
92. Age is just a number
93. Manage your boss
94. Never blatantly show off
95. Create an amazing working culture
96. Be the real authentic you
97. Step down before being pushed
98. Hand over the baton
99. Keep leading
100. Leave a sustainable legacy

Beyond Performance 2.0 (Scott Keller et al.)

The Big Idea

1. Performance and Health: The way to beat the odds is to put equal emphasis on performance and health by using the Five Frames methodology.
2. The Science of Change: The approach has been developed through the most exhaustive research ever undertaken in the field.

The Five Frames

1. Aspire: Where Do We Want to Go?: It starts by setting measurable and manageable strategic objectives and commensurate health goals with rigor and precision.
2. Assess: How Ready Are We to Go There?: Don’t start planning until you’ve considered your organization’s change readiness: what skillset requirements and mindset shifts are needed.
3. Architect: What Do We Need to Do to Get There?: Now it’s time to create a bankable plan that will build the skills and deliver the outcomes - a plan that also uses four levers to influence mindset and behavior shifts.
4. Act: How Do We Manage the Journey?: No plan goes according to plan - the right ownership model will enable you to adjust as you go and generate the energy needed for change.
5. Advance: How Do We Continue to Improve?: You’re not done until an ongoing learning infrastructure is put in place, and leaders are well positioned in the right go-forward roles.

Putting It All Together

1. The Senior Leader’s Role: Does Change Have to Start at the Top?: Success will be immeasurably easier if the most senior leader embraces the role that only they can play.
2. The Change Leader’s Role: What It Takes to Be a Great Change Leader: To this point we’ve covered what to “do” to achieve large-scale success; now it’s time to discuss how to “be” as you lead the way.
3. Making It Happen: Do You Have What It Takes?: You’ve got knowledge, but do you have the courage? It’s over to you to write the next chapter…

Developing the Leader Within You 2.0 (John C. Maxwell)

1. The Definition of Leadership: Influence
2. The Key to Leadership: Priorities
3. The Foundation of Leadership: Character
4. The Ultimate Test of Leadership: Creating Positive Change
5. The Quickest Way to Gain Leadership: Problem Solving
6. The Extra Plus in Leadership: Attitude
7. The Heart of Leadership: Serving People
8. The Indispensable Quality of Leadership: Vision
9. The Price Tag of Leadership: Self-Discipline
10. The Expansion of Leadership: Personal Growth

Harvard Business Review Leader’s Handbook (Ron Ashkenas et al.)

1. Building a Unifying Vision
2. Developing a Strategy
3. Getting Great People on Board
4. Focusing on Results
5. Innovating for the Future
6. Leading Yourself

Harvard Business Review Manager’s Handbook

Develop a Leader Mindset

The Transition to Leadership

1. Understanding your role as a manager
2. The difference between management and leadership
3. Demystifying leadership
4. Handling the emotional challenges of the transition

Building Trust and Credibility

1. Establishing your character
2. Demonstrating your competence
3. Cultivating authentic leadership
4. Ethics and integrity

Emotional Intelligence

1. What is emotional intelligence?
2. The power of self-awareness
3. Emotional steadiness and self-control
4. Managing an employee’s emotions
5. Building social awareness on your team

Positioning Yourself for Success

1. Redefining success
2. Understanding your organization’s strategy
3. Planning for strategic alignment

Managing Yourself

Becoming a Person of Influence

1. Positional versus personal power
2. Managing up
3. Partnering with your peers
4. Silo busting and effectiveness
5. Promoting your ideas to others

Communicating Effectively

1. Finding your voice as a leader
2. Mastering the written word
3. Persuasive presentations
4. Conducting effective meetings

Personal Productivity

1. Time management essentials
2. Finding focus
3. Stress management
4. Work-life balance

Self-Development

1. Career purpose
2. Look for opportunities within your organization
3. Feedback from your boss and your team

Managing Individuals

Delegating with Confidence

1. Benefits of delegation
2. Developing a delegation plan
3. Sharing your delegation plan with your employee
4. Provide support
5. Avoid reverse delegation

Giving Effective Feedback

1. Giving feedback in real time
2. Giving difficult feedback
3. Coaching and developing employees
4. Performance reviews

Developing Talent

1. Employee development as a priority
2. Creating career strategies with your staff
3. Developing high-potential talent
4. Stretch assignments

Managing Teams

Leading Teams

1. Team culture and dynamics
2. Managing cross-cultural teams
3. Managing virtual teams
4. Productive conflict resolution

Fostering Creativity

1. Plan a creative session
2. Tools for generating ideas
3. Making sure all perspectives are heard
4. Dealing with negativity

Hiring - and Keeping - the Best

1. Crafting a role
2. Recruiting world-talent
3. Retaining employees
4. Motivation and engagement

Managing the Business

Strategy: A Primer

1. Your role in strategy
2. What is strategy?
3. Developing your strategy
4. Leading change and transitions

Mastering Financial Tools

1. The basics of financial performance
2. Understanding financial statements
3. Budgeting

Developing a Business Case

1. Stakeholder perspectives
2. Clarifying the need and value
3. Cost/benefit analysis
4. Risk identification and mitigation
5. Writing your business case
6. Getting buy-in for your plan

How to Become CEO (Jeffrey J. Fox)

1. WACADAD (“Words are cheap and deeds are dear”)
2. Always Take the Job That Offers the Most Money
3. Avoid Staff Jobs, Seek Line Jobs
4. Don’t Expect Human Resources to Plan Your Career
5. Get and Keep Customers
6. Keep Physically Fit
7. Do Something Hard and Lonely
8. Never Write a Nasty E-Mail
9. Think for One Hour Every Day
10. Keep and Use a Special “Idea Notebook”
11. Don’t Have a Drink with the Gang
12. Don’t Smoke
13. Skip All Office Parties
14. Friday Is “How Ya Doin’?” Day
15. Make Allies of Your Peers’ Subordinates
16. Know Everybody by Their First Name
17. Organize “One-Line, Good-Job” Tours
18. Make One More Call
19. Arrive Forty-Five Minutes Early and Leave Fifteen Minutes Late
20. Don’t Take Work Home from the Office
21. Earn Your “Invitation Credentials”
22. Avoid Superiors When You Travel
23. Eat in Your Hotel Room
24. Work, Don’t Read Paperbacks, on the Airplane
25. Keep a “People File”
26. Send Handwritten Notes
27. Social Media or Antisocial Media?
28. Don’t Get Buddy-Buddy with Your Superiors
29. Don’t Hide an Elephant
30. Always Take Vacations
31. Always Say “Yes” to a Senior Executive Request
32. Never Surprise Your Boss
33. Make Your Boss Look Good, and Your Boss’s Boss Look Better
34. Never Let a Good Boss Make a Mistake
35. Go to the Library One Day a Month
36. Add One Big New Thing to Your Life Each Year
37. Study These Books
38. Dress for a Dance
39. Overinvest in People
40. Overpay Your People
41. Stop, Look, and Listen
42. Be a Flag-Waving Company Patriot
43. Find and Fill the “Data Gaps”
44. Homework, Homework, Homework
45. Never Panic or Lose Your Temper
46. Learn to Speak and Write in Plain English
47. Treat All People as Special
48. Be a Credit Maker, Not a Credit Taker
49. Give Informal Surprise Bonuses
50. Please, Be Polite with Everyone
51. Ten Things to Say That Make People Feel Good
52. The Glory and the Glamour Come After the Gruntwork
53. Tinker, Tailor, Try
54. Haste Makes Waste
55. Pour the Coals to a Good Thing
56. Put the Importance on the Bright Idea, Not the Source of the Idea
57. Stay Out of Office Politics
58. Never Be Late
59. Look Sharp and Be Sharp
60. Emulate, Study, and Cherish the Great Boss
61. Don’t Go Over Budget
62. Never Underestimate an Opponent
63. Assassinate the Character Assassin with a Single Phrase
64. Become a Member of the “Shouldn’t Have Club”
65. The Concept Doesn’t Have to Be Perfect, but the Execution of It Does
66. Record and Collect Your Mistakes with Care and Pride
67. Live for Today, Plan for Tomorrow, Forget About Yesterday
68. Have Fun, Laugh
69. Treat Your Family as Your Number One Client
70. No Goals, No Glory
71. Always Remember Your Subordinates’ Spouses
72. See the Job Through the Salespeople’s Eyes
73. Be a Very Tough “Heller Seller”
74. Don’t Be an Empire Builder
75. Push Products, Not Paper
76. To Teach Is to Learn and to Lead
77. Do Not Get Discouraged by the Idea Killers

How to Lead When You’re Not in Charge (Clay Scroggins)

Understanding Our Challenge

1. The Oddity of Leadership
2. Identity Crisis
3. Reclaim Kibosh

The Four Behaviors

1. Lead Yourself
2. Choose Positivity
3. Think Critically
4. Reject Passivity

Challenging Authority

1. Challenging Up
2. Breaking Down Challenging Up
3. Your Next Chapter Starts Today

It’s Okay to Manage Your Boss (Bruce Tulgan)

1. Refuse to Be Undermanaged
2. The First Person You Have to Manage Every Day Is Yourself
3. Get in the Habit of Managing Your Bosses Every Day
4. Take It One Boss at a Time, One Day at a Time
5. Make Sure You Understand What Is Expected of You
6. Assess and Plan for the Resources You Need
7. Track Your Own Performance Every Step of the Way
8. Earn More Rewards by Doing More Work, Faster and Better
9. What If Your Boss Really Is a Jerk?
10. Start Here

Leadership BS (Jeffrey Pfeffer)

1. Why Inspiration and Fables Cause Problems and Fix Nothing
2. Modesty: Why Leaders Aren’t
3. Authenticity: Misunderstood and Overrated
4. Should Leaders Tell the Truth - and Do They?
5. Trust: Where Did It Go, and Why?
6. Why Leaders “Eat” First
7. Take Care of Yourself
8. Fixing Leadership Failures: You Can Handle the Truth

Leading from the Middle (Scott Mautz)

1. The Unique Challenges of Those Who Lead from the Middle
2. The Mindset for Leading Effectively from the Middle
3. The Skillset for Leading Effectively from the Middle
4. Leading Your Boss
5. Leading Those Who Report to You
6. Leading Teams
7. Influencing Peers
8. Leading Change
9. Creating Your Personal Map (Middle Action Plan)

Make It So (Wess Roberts et al.)

1. Focus: “Mission”
2. Urgency: “Engage”
3. Initiative: “Permission Granted”
4. Competence: “The Force Multiplier”
5. Communication: “Understood”
6. Politics: “The Continual Price”
7. Intellectual Honesty: “Code of Honor”
8. Interdependence: “Symbiosis”
9. Resilience: “Mortality Fail-Safe”

Nine Lies About Work (Marcus Buckingham et al.)

1. People care which company they work for
2. The best plan wins
3. The best companies cascade goals
4. The best people are well-rounded
5. People need feedback
6. People can reliably rate other people
7. People have potential
8. Work-life balance matters most
9. Leadership is a thing

Radical Candor (Kim Scott)

A New Management Philosophy

1. Build Radically Candid Relationships: Bringing your whole self to work
2. Get, Give, and Encourage Guidance: Creating a culture of open communication
3. Understand What Motivates Each Person on Your Team: Helping people take a step in the direction of their dreams
4. Drive Results Collaboratively: Telling people what to do doesn’t work

Tools & Techniques

1. Relationships: An approach to establishing trust with your direct reports
2. Guidance: Ideas for getting/giving/encouraging praise and criticism
3. Team: Techniques for avoiding boredom and burnout
4. Results: Things you can do to get stuff done together - faster

Rise (Patty Azzarello)

Do Better - Have More Impact

Work the Right Way

1. Be Less Busy
2. Ruthless Priorities
3. Make More Time
4. The Agony and the Paycheck
5. They Shoot Workhorses, Don’t They?

Work at the Right Level

1. The Level Dilemma
2. Delegate or Die
3. Better with Less
4. Trust and Consequences

Look Better - Be Visible, But Not Annoying

Executive Presence

1. Credibility and Relevance
2. Your Personal Brand
3. Look Better!

Standing Out

1. Be Visible, But Not Annoying
2. Selling Your Ideas

Connect Better - Get Support

Building Connections

1. Get Help
2. Authentic Networking, Not Politics
3. Imagine That!

Landing the Big Job

1. The Experience Paradox
2. Going Big
3. Getting on “the List”

Go! - Make Your Work, and Your Life, Work

1. Work and Life: Be Better at Both
2. Executive Confessions

Scale (Jeff Hoffman et al.)

Building on a Solid Foundation

1. Principle One: Build a Business, Not a Job
2. Principle Two: Build on the Scalable Base of Systems, Team, and Internal Controls
3. Principle Three: Understand Why Your Customers Really Do Business with You

Focusing on Fewer, Better Things

1. Principle Four: Create the Right Strategic Plan
2. Principle Five: Learn to Read the World So You Build for Tomorrow’s Marketplace

Obstacles to Scaling (and How to Overcome Them)

1. Principle Six: Remove the Predictable Obstacles to Growth - Pillar by Pillar
2. Your Sales/Marketing Pillar: Build Scalable Lead-Generation and Conversion Systems
3. Your Operations Pillar: Three Breakthrough Ideas to Scale Your Capacity
4. Your Finance Pillar: CFO Secrets to Manage Cash Flow, Improve Margins, and Fund Growth
5. Your Team Pillar: Attracting, Retaining, and Unleashing Talent
6. Your Executive Leadership Pillar: Alignment, Accountability, and Leading Your Leadership Team

You Do Have the Time

1. Principle Seven: You Do Have the Time to Scale Your Company
2. Putting It All into Action

Secrets of Success at Work (Nigel Cumberland)

1. Work with your dreams and passions
2. Know and fix your blind spots
3. Work with your strengths and weaknesses
4. Deliver on your promises and commitments
5. Work with trust and integrity
6. Work positively and have fun
7. Work patiently and persistently
8. Work smart
9. Work with empathy
10. Work with mentors
11. Coach and help others
12. Give others recognition and credit
13. Network and build relationships
14. Align with your employer’s mission and vision
15. Understand the working culture of your employer
16. Understand and work with office politics
17. Be an ambassador for your workplace
18. Accept and embrace change
19. Always do the right thing
20. Work beyond your job description
21. Work with grace and humility
22. Work quickly when necessary
23. Reduce your stress levels
24. Work on your career plan
25. Work on your judgement and discernment
26. Work on your body language and presence
27. Be a great learner
28. Become an avid listener
29. Ask questions and be inquisitive
30. Be assertive and take a stand
31. Deal with conflict well
32. Work on your email-writing skills
33. Create excellent meetings
34. Learn to accept
35. Manage your time well
36. Be creative and innovative
37. Be a skilled decision-maker
38. Work on your selling and presentation skills
39. Work well with your colleagues in teams
40. Work well with your boss
41. Work well with your own staff
42. Value diversity in all its forms
43. Actively seek feedback
44. Always manage your emotions
45. Have the courage to risk failing
46. Be resilient and do not give up
47. Build your own unique brand
48. Get a life outside work
49. Guide others on their career journeys
50. Leave a legacy in your workplace

The 21 Indispensable Qualities of a Leader (John C. Maxwell)

1. Character: Be a Piece of the Rock
2. Charisma: The First Impression Can Seal the Deal
3. Commitment: It Separates Doers from Dreamers
4. Communication: Without It You Travel Alone
5. Competence: If You Build It, They Will Come
6. Courage: One Person with Courage Is a Majority
7. Discernment: Put an End to Unsolved Mysteries
8. Focus: The Sharper It Is, the Sharper You Are
9. Generosity: Your Candle Loses Nothing When It Lights Another
10. Initiative: You Won’t Leave Home Without It
11. Listening: To Connect with Their Hearts, Use Your Ears
12. Passion: Take This Life and Love It
13. Positive Attitude: If You Believe You Can, You Can
14. Problem Solving: You Can’t Let Your Problems Be a Problem
15. Relationships: If You Get Along, They’ll Go Along
16. Responsibility: If You Won’t Carry the Ball, You Can’t Lead the Team
17. Security: Competence Never Compensates for Insecurity
18. Self-Discipline: The First Person You Lead Is You
19. Servanthood: To Get Ahead, Put Others First
20. Teachability: To Keep Leading, Keep Learning
21. Vision: You Can Seize Only What You Can See

The 27 Challenges Managers Face (Bruce Tulgan)

The Challenges of Being the “New” Manager

1. When Going from Peer to Leader
2. When Coming from the Outside to Take Over Leadership of an Existing Team
3. When Bringing Together an Entirely New Team
4. When You Are Welcoming a New Member to Your Existing Team

The Challenges of Teaching Self-Management

1. When Employees Have a Hard Time Managing Time
2. When an Employee Needs Help with Interpersonal Communication
3. When an Employee Needs to Get Organized
4. When an Employee Needs to Get Better at Problem Solving

The Challenges of Managing Performance

1. When You Have an Employee Who Needs to Increase Productivity
2. When You Have an Employee Who Needs to Improve Quality
3. When You Need an Employee to Start ‘Going the Extra Mile’
4. When Your Employees Are Doing ‘Creative’ Work
5. When the Employee You Are Managing Knows More About the Work Than You Do

The Challenges of Managing Attitudes

1. When an Employee Needs an Attitude Adjustment
2. When There is Conflict Between and Among Individuals on Your Team
3. When an Employee Has Personal Issues at Home

The Challenges of Managing Superstars

1. When There Is a Superstar You Need to Keep Engaged
2. When You Have a Superstar You Really Want to Retain
3. When You Have a Superstar You Are Going to Lose for Sure: How to Lose That Superstar Very Well
4. When You Need to Move a Superstar to the Next Level to Develop as a New Leader

The Challenges of Managing Despite Forces Outside Your Control

1. When Managing in an Environment of Constant Change and Uncertainty
2. When Managing Under Resource Constraints
3. When Managing Through Interdependency
4. When Managing Around Logistical Hurdles
5. When Managing Across Differences in Language and Culture

The Challenges of Management Renewal

1. When You Need to Renew Your Management Relationship with a Disengaged Employee
2. When You Need to Renew Your Own Commitment to Being a Strong, Highly Engaged Manager

The First 90 Days (Michael Watkins)

Prepare Yourself

1. Why people fail to make the mental break from their old jobs.
2. Preparing to take charge in a new role.
3. Understanding the challenges of promotion and onboarding.
4. Assessing preferences and vulnerabilities.

Accelerate Your Learning

1. Learning as an investment process.
2. Planning to learn.
3. Figuring out the best sources of insight.
4. Using structured methods to accelerate learning.

Match Strategy to Situation

1. The dangers of ‘one-best-way’ thinking.
2. Diagnosing the situation to develop the right strategy.
3. The STARS model of types of transitions.
4. Using the STARS model to analyze portfolios and lead change.

Negotiate Success

1. Building a productive working relationship with a new boss.
2. The five-conversations framework.
3. Defining expectations.
4. Agreeing on a diagnosis of the situation.
5. Figuring out how to work together.
6. Negotiating for resources.
7. Putting together your 90-day plan.

Secure Early Wins

1. Avoiding common traps.
2. Figuring out A-item priorities.
3. Creating a compelling vision.
4. Building personal credibility.
5. Getting started on improving organizational performance.
6. Plan-then-implement change versus collective learning.

Achieve Alignment

1. The role of the leader as organizational architect.
2. Identifying the root causes of poor performance.
3. Aligning strategy, structure, systems, skills, and culture.

Build Your Team

1. Inheriting a team and changing it.
2. Managing the tension between short-term and long-term goals.
3. Working team restructuring and organizational architecture issues in parallel.
4. Putting in place new team processes.

Create Alliances

1. The trap of thinking that authority is enough.
2. Identifying whose support is critical.
3. Mapping networks of influence and patterns of deference.
4. Altering perceptions of interests and alternatives.

Manage Yourself

1. How leaders get caught in vicious cycles.
2. The three pillars of self-efficacy.
3. Creating and enforcing personal disciplines.
4. Building an advice-and-counsel network.

Accelerate Everyone

1. Why so few companies focus on transition acceleration.
2. The opportunity to institutionalize a common framework.
3. Using the framework to accelerate team development, develop high-potential leaders, integrate acquisitions, and strengthen succession planning.