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And the Leader is.....: Transforming Cultures with CEQ [Pehme köide]

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The definitive guide to how to lead effectively with heightened Corporate Emotional Intelligence (CEQ)

The definitive guide to how to lead effectively with heightened Corporate Emotional Intelligence (CEQ)



Gareth Chick’s second book, And the Leader Is… is a comprehensive and practical guide in how to lead effectively with heightened Corporate Emotional Intelligence (CEQ). Drawing on his 40 year experience of every aspect of the Corporate World, from CEO to Coach; from manager to trainer, Gareth Chick covers the fundamental management and leadership competencies of coaching, high performance teams, authentic leadership and transformational change.

In his first book Corporate Emotional Intelligence, Gareth provided a compelling analysis of Corporate Psychology; giving us a profound new understanding of how working in the Corporate World causes thoroughly decent human beings to behave in unnatural and inhuman ways. The book concluded by outlining the 4 Pillars of Corporate Emotional Intelligence (CEQ), equipping us with strategies to raise our personal leadership effectiveness. And the Leader Is… completes Gareth’s personal corporate life mission to give hard pressed modern leaders and managers the practical competencies to be more effective, more fulfilled and more sustainable. While each of his two books stands on its own merits, the combination of the two forms arguably the most important work on corporate leadership since Dr Edwards Demings’ writings of the late 20th Century. It is fitting therefore that the Foreword is written by Tony Barnes, the last surviving member of the Deming team that revolutionised Japanese business and manufacturing practices in the 1950s and 1960s.

“A bible of common sense; a book that cuts to the core of achieving great business results whilst caring for the people you lead.”

Fionnuala Meehan, VP EMEA Global Marketing Solutions and Head of Ireland, Google

It’s like no other book I’ve ever experienced. It’s intensely personal - the insights, the examples, the honesty. This is much more than a book. It’s a deep journey.”

Alison Platt, Non Executive Director, Tesco Plc

“I have read many great books on coaching, leadership and teams. However, this is even greater, with all of these areas more expertly placed in one book”.

Becky Ivers, People Director – Expansion, Heathrow Airport

“I was transported into ‘And the Leader is….Tina’. Easy to read ‘brain food’ providing simple strategies to unlock human potential. This book is becoming my own personal coach.”

Tina Jennings, HR Director, Global Consumer Brands, Walgreens Boots Alliance

Arvustused

A bible of common sense; a book that cuts to the core of achieving great business results whilst caring for the people you lead.

Fionnuala Meehan, VP EMEA Global Marketing Solutions and Head of Ireland, Google

Its like no other book Ive ever experienced. Its intensely personal - the insights, the examples, the honesty. This is much more than a book. Its a deep journey.

Alison Platt, Non Executive Director, Tesco Plc

I have read many great books on coaching, leadership and teams. However, this is even greater, with all of these areas more expertly placed in one book.

Becky Ivers, People Director Expansion, Heathrow Airport

I was transported into And the Leader is.Tina. Easy to read brain food providing simple strategies to unlock human potential. This book is becoming my own personal coach.

Tina Jennings, HR Director, Global Consumer Brands, Walgreens Boots Alliance

Meet the author xii
Foreword xiii
Acknowledgements xiv
Introduction 1(6)
And the leader is ... you!
1(1)
Transforming cultures with CEQ
1(1)
CEQ v EQ
1(1)
The four pillars of CEQ
2(2)
Two books, but two parts of a whole
4(3)
Section 1 Coaching
7(66)
Chapter 1 Clumsy coaching
9(6)
Why `clumsy'?
9(1)
The five myths of coaching
10(1)
Human potential
11(4)
Chapter 2 Coaching recalibration
15(18)
Recalibration
15(1)
Trigger 1 Calm the fish
16(1)
Trigger 2 Truly great feedback hurts
17(4)
Trigger 3 Come from curiosity, not judgement
21(2)
Trigger 4 Hold the person, not the problem
23(4)
Trigger 5 Take people out of their comfort zones
27(6)
Chapter 3 Embedding recalibrated coaching habits
33(11)
Our habits and their habits
33(5)
Definition of coaching
38(2)
The crux
40(1)
Behaviour change
41(3)
Chapter 4 Coaching crafting
44(16)
Question crafting
44(1)
Practical process
45(2)
Coaching for ownership
47(2)
Trigger 6 Create right-brain thinking
49(4)
Trigger 7 Get their finest version to solve their problem
53(7)
Chapter 5 Coaching mastery
60(13)
From the sublime to the ridiculous
60(1)
SuperListening
60(6)
BreakThrough Coaching
66(2)
Role play
68(1)
Teaching and knowledge transfer
69(1)
Our rewards
70(1)
The coachee's plea
71(1)
Exploding the myths
72(1)
Section 2 Leadership
73(52)
Chapter 6 Authentic leadership
75(13)
Authentic leadership -- it's not big and it's not clever
75(1)
Authenticity demands leadership
76(2)
What is authenticity?
78(2)
Our Golden Core
80(1)
Our Shield of Pretence
81(2)
Directive v consensual leadership
83(5)
Chapter 7 Establishing the leader version of ourselves
88(27)
Understanding ourselves
88(2)
Personal core values process
90(3)
Purpose and values
93(8)
Establishing the `leader' version of ourselves
101(14)
Chapter 8 Matching ourselves to our roles
115(10)
Stewardship
115(1)
Now, what is the purpose of the role?
116(1)
Strategies and behaviours
117(2)
ACRC
119(4)
Fernando -- nobleman or fool?
123(2)
Section 3 Teams
125(40)
Chapter 9 Teams
127(12)
When is a team a team and not merely a group?
127(1)
Coaching teams (aka facilitation)
127(4)
The purpose of teams within a business
131(1)
The place for targets
132(1)
Account management
133(1)
The three-dimensional matrix
134(2)
Tuckman and Lencioni
136(2)
Adapting theoretical models
138(1)
Chapter 10 The characteristics of high-performance teams
139(19)
1 Common purpose, inspiring vision, shared values, ambitious goals, great strategy
139(1)
2 Clear structure of roles and responsibilities
140(1)
3 Utter respect for each other as expert specialist professionals
141(5)
4 Acceptance of individual idiosyncrasies and personal circumstances
146(1)
5 Conflict embraced and used as a creative force
147(2)
6 Honesty valued as the most precious commodity
149(2)
7 Space honoured for rehearsal and celebration
151(2)
8 Team is individuals' place of sanctuary and solace
153(2)
9 A leader who is an honest coach and facilitator
155(1)
10 100 per cent commitment and personal subordination to the plan
156(2)
Chapter 11 Self-managed teams (SMTs)
158(7)
Principles of self-managed teams
158(3)
Why don't fish bump into each other?
161(2)
Summary
163(2)
Section 4 Change
165(46)
Chapter 12 Cultural change
167(9)
The three pillars of cultural change
167(3)
What is culture? More importantly, what is a `winning culture'?
170(1)
Why do we need to change?
170(3)
The four dilemmas
173(2)
The three classic mistakes and the two philosophical foundation stones
175(1)
Chapter 13 The cycle of ownership
176(7)
Five-stage `cycle of ownership'
176(5)
The job of the leader
181(2)
Chapter 14 The eight steps of cultural change
183(28)
Step 1 Be honest about what happens if we don't change
184(1)
Step 2 Listen to customers and employees
185(1)
Step 3 Set clear intentions and symbolic goals
185(6)
Step 4 Slaughter some sacred cows
191(1)
Step 5 Police non-negotiable structures and processes
191(3)
Step 6 Turn the managers into coaches
194(1)
Step 7 Create champions and CI teams
195(5)
Step 8 Educate employees in the business model
200(3)
Cultural change project planning -- full steps example
203(8)
Section 5 Organisational strategies
211(61)
Chapter 15 The business management bit
213(19)
A plan that everyone owns
213(1)
Forecasting
214(2)
The operating model
216(1)
The philosophy of rigid disciplines
217(2)
Key performance indicators
219(1)
One-to-ones
219(3)
Team meetings and communications
222(1)
Management by objectives or OKRs
223(2)
Strategy one-pagers
225(3)
Know your balance sheet
228(1)
Documents with status (I carry these next to my heart)
229(1)
The results
229(3)
Chapter 16 Establishing a collaborative equity organisation
232(18)
What is `collaborative equity'?
232(1)
But what about the alternatives?
233(6)
Why haven't we listened to the voices before now?
239(2)
The modem-day crusaders
241(1)
Why a collaborative equity approach might just catch on now
242(3)
Future leaders
245(1)
Why collaborative equity is the `acceptable' solution
246(1)
The word of the moment is `toxic'
247(1)
A beacon of hope
248(2)
Chapter 17 This is all very well, but does it make more money?
250(22)
Example 1 Pendragon Pic (1998-2000)
250(7)
Example 2 Longwood Park (2003-2009)
257(3)
Example 3 B&Q (2013-2014)
260(1)
Example 4 SOFEA (2016 to date)
261(3)
Example 5 Produce World (2016)
264(3)
Example 6 Banbury Therapy Group (2009 to date)
267(4)
Cynics, sceptics and evangelists
271(1)
Further Notes 272(3)
Index 275
Gareth Chick is Founder and Managing Partner of Collaborative Equity LLP, promoting corporate cultures and sustainable business models of shared ownership, shared responsibility and shared rewards. Gareth has an outstanding track record as CFO, CEO and Chairman in both public and private companies, including private equity. He is a highly sought after consultant working in major corporations around the world - clients include Google, Heathrow, Twitter, Dixons Carphone, Linkedin, Soundcloud, Travis Perkins, B&Q and Vodafone. Gareth is also a high profile Executive Coach (200+ senior executives in Europe and the US, including FTSE100 and Fortune 500) and the designer of leadership training programmes (5000+ managers across 25 countries).