Direct Leader-to-Employee Communication Still Works Best ➠8.3 The Leader's Role in Organizationa... more Direct Leader-to-Employee Communication Still Works Best ➠8.3 The Leader's Role in Organizational Communication CONTENTS IN BRIEF v i i Index x CONTENTS IN BRIEF ANNOTATED CONTENTS SECTION 1-FOUNDATIONAL CONCEPTS 1.1 Leadership in the twenty-first century 2 ➥Assesses where you are now as a leader, where you would like to be, and actions needed to get you there. 1.2 Contrasting management and leadership 5 ➥Helps leaders with an important distinction between management and leadership. 1.3 How effective leaders act: An overview 8 ➥Moves leaders above their day-today leadership activities to take a bird's-eye view of the fundamentals and their leadership styles, strengths, and development needs. 1.4 Principles to guide your use of leadership techniques 11 ➥Summarizes important principles for leaders and how to use them as a springboard for developing beliefs, thinking, and action as a powerful leader. 1.5 The basic habits and practices of successful leaders 15 ➥Helps leaders take specific leadership actions; inspired by Stephen Covey's Seven Habits. 1.6 Leadership: The boards of play 18 ➥Shows how leaders who can "play" at higher "board levels" necessarily have more power and influence than those at the lower levels. 1.7 The leadership results equation 21 ➥Helps leaders understand leadership attributes and how to make optimum use of these attributes to achieve four areas of results. 1.8 Recursive leadership: The logic of leadership 25 ➥Extends, in a novel way, a mathematical and computing science term, recursion, to explore some modeling aspects of effective leadership. 1.9 Paradigms: Understanding the thinking behind your thinking 29 ➥Helps leaders understand, reflect on, and prepare for paradigm changes within a workgroup, organization, or industry. x i 1.10 The GAS model: Designing practical organizational processes 33 ➥Helps leaders optimally design or redesign leadership processes, by making tradeoffs to ensure processes are practical and usable. 1.11 Integrity: Gut-level ethics 36 ➥Takes the cerebral concept of ethics and places it where leaders can understand and act on it-at gut level. SECTION 2-TOOLS F O R BIG-PICTURE THINKING 2.1 Introduction to systems thinking for leaders 40 ➥Introduces leaders to the elements of systems thinking-looking for patterns and relationships, then understanding and optimizing all systems. 2.2 The 7S model: Aligning for success 45 ➥Encourages leaders to think systemically, particularly when planning large systems or systemwide change within an organization. 2.3 Directional statements: Three levels of clarity 48 ➥Helps leaders make sense of a Babel of directional terms-mission, purpose, strategy, values, beliefs, goals, objectives, vision, and so on. 2.4 Visioning and vision statements 51 ➥Assists leaders with an important skill-visioning. The vision of this tool is to inspire you to create, with others, an inspiring vision! 2.5 Values and leadership 55 ➥Provides guidance for clarifying and living one's values, the bedrock of an organization's culture. 2.6 Clarifying purpose: Harnessing people power in organizations 59 ➥Helps leaders to define purpose and meaning, a skill that distinguishes leadership from management. 2.7 Writing clear goal statements 62 ➥Provides the concepts and tools needed to define and write clear result statements. 2.8 Measuring success: The balanced scorecard 65 ➥This modern tool helps leaders establish measurements beyond the traditional financial and production numbers. SECTION 3-TOOLS F O R STRATEGIC THINKING 3.1 The leader as strategist 69 ➥Summarizes and compares the most prominent perspectives on strategy of the past 20 years. 3.2 The sigmoid curve: Anticipating and preparing for change despite current success 73 ➥Challenges, in a novel way, the maxim, "If it ain't broke, don't fix it," by asking leaders to think about new directions while things are still going well. 3.3 SWOT: Strengths, weaknesses, opportunities, and threats 76 ➥As a springboard for strategy clarification, asks leaders to examine the current state of the organization, both inside and out. 3.4 The fundamentals of business-unit strategy 79 ➥Focuses on how to compete within a market defined by the larger corporation. x i i ANNOTATED CONTENTS 3.5 Strategic resourcing: Defining high-value work for service groups 82 ➥Helps internal service groups compete for work within their own organizations against the very best external service providers. 3.6 Strategic relationships: Analyzing your client base 86 ➥Provides a framework for leaders to examine their client and customer bases to ensure they are offering the highest value-added services and products to the right people. 3.7 RAIR logic: Aligning customers, strategy, culture, and leadership 89 ➥Provides a way of checking to ensure alignment among an organization's leadership style, culture, business strategy, and customer needs and markets. 3.8 Partnering for Success: Joint Ventures and Strategic Alliances 92 ➥Assists leaders with an alliancing model that sorts out and tracks an alliance development process. 3.9 Marketing a professional service group 96 ➥Helps leaders prepare a marketing plan for an internal professional services group working within an organization. SECTION 4-TOOLS F O R DESIGNING PRODUCTIVE PROCESSES A N D ORGANIZATIONS 4.1 Designing productive organizations 101 ➥Provides leaders with a model for the overall design of an organization, division, or workgroup. 4.2 Hierarchy: Leadership levels in an organization 105 ➥Provides a novel and practical model to help leaders determine the number of levels of leadership and the spans of control of leaders. 4.3 Business process reengineering 108 ➥Highlights core processes leaders need to consider if they intend to undertake business process reengineering. 4.4 Employee involvement: A range of possibilities 112 ➥Helps leaders determine how and when to involve others. 4.5 Organizational culture: Sail or anchor? 117 ➥Outlines the basics of organizational culture, its importance and how leaders can work with it. 4.6 Open-book leadership: Developing entrepreneurial thinking 121 ➥Contains guidelines for adopting open-book management-the sharing of information that would help employees adopt a more entrepreneurial and business-thinking orientation. 4.7 Job satisfaction: Involving workgroups in designing jobs 126 ➥Helps leaders engage employees in assessing the challenge, opportunity, and meaning they get from their work. 4.8 Revitalizing the Board of Directors in a nonprofit organization 129 ➥Outlines a systematic approach to Board of Directors design, and emphasizes the central role of the Board in developing and overseeing policy. 4.9 Using professional expertise: A modern leadership skill 132 ➥Helps leaders obtain and use knowledge workers' professional advice more effectively. 4.10 Surveying employees: Leading the survey process 135 ➥Assists leaders with the overall employee survey process, from planning and involving stakeholders to responding to and acting on survey results. ANNOTATED CONTENTS x i i i SECTION 5-TOOLS F O R LEADING CHANGE 5.1 Leading change: A change equation 140 ➥Pulls together a number of elements of successful change, complete with a checklist of suggested actions. 5.2 Leading major change in your organization 142 ➥Blueprints how to lead change in a large part of an organization. 5.3 Assessing readiness for change 145 ➥Helps leaders understand how ready they and their organizations are for change; identifies the major barriers early enough so you can do something about them. 5.4 Leading change: Small wins or breakthroughs? 147 ➥Helps leaders decide whether the change should be incremental-based on a series of small wins; or breakthrough-a discontinuous break with the past. 5.5 Change window: A balanced approach to winning support for change 150 ➥Helps leaders visualize a balanced approach to change, recognizing the pull to the familiar against the push to move on. 5.6 Aligning systems: Building systems compatibility into change plans 153 ➥Recognizes that, designed in isolation from the larger system into which it needs to fit, change is almost certainly doomed to fail; helps leaders to understand and work the system. 5.7 Stakeholder groups: Understanding and mapping stakeholder systems 156 ➥Helps leaders visualize who needs to be involved in sustainable change and in what way. 5.8 Human transitions: Helping people work through major change 160 ➥Deals with a challenging piece of the change puzzle: Ultimately, successful change means people successfully changing. 5.9 Surfacing and dealing with resistance 163 ➥Recognizes that change inevitably causes resistance. This tool will help leaders understand, surface, and deal with resistance. 5.10 Appreciative inquiry: Building change on success 166 ➥This is a tool for building success on success. Change starting from a positive base differs from traditional change, which usually arises out of a negative-a problem. SECTION 6-TOOLS F O R CRITICAL THINKING A N D INNOVATION 6.1 The BS detector kit: Recognizing errors of logic 170 ➥Outlines typical errors of logic committed by both leaders and others. 6.2 Assumption analysis: Testing decisions by examining their underlying biases 173 ➥Helps leaders surface and challenge their own and other people's assumptions, as a way of ensuring quality of decisions in complex and dynamic business environments. x i v ANNOTATED CONTENTS 6.3 Sorting out complex situations 176 ➥Deals with the multicausal nature of complex situations; their need to be broken into their constituent parts and then prioritized; and subsequently, how to plan action for highest-priority areas. 6.4 Dealing verbally with complexity 179 ➥Provides an on-the-spot, effective questioning strategy for verbally sorting out complex situations with others. 6.5 Force-field analysis: Organizing and understanding complexity 183 ➥Helps leaders to analyze and act on problems that are difficult to measure, by comparing the...
Foreward "UFO research is leading us kicking and screaming into the science of the twenty-first c... more Foreward "UFO research is leading us kicking and screaming into the science of the twenty-first century." J. Allen Hynek The human experiment on planet Earth is on the verge of self-destruction. Looking at the threats of nuclear war, the chemical and biological ecocide, global climate change, proliferating weapons on Earth and in space, the greed of corporations, and the gross cronyism and mismanagement of the U.S. government, the bloated military budgets and aggression, the distractions of our cultural conditioning, the spread of fear and ignorance, the suppression of life-saving technologies, the disparity of wealth and poverty among us, it is amazing we are still here. Barely. Do we have any hope? My answer is, we can only try. And if we do try, where can we find the answers? Enter Dr. Steven Greer. Almost twenty years ago I first met Steve Greer at a lecture I gave at the Unity Church in Arden, North Carolina. Having left my career as a mainstream space scientist at Princeton University and Science Applications International Corporation, I was then beginning to liberate myself from the confines and expectations of Western science. I was also intensely studying the UFO/ET phenomenon rejected by most of my fellow scientists. Now I felt free to explore and express our transcendent reality. So was Steve. A brilliant young ER physician with UFO/ET experience, Dr. Greer and I talked into the night when we first met. We began to make connections we were both just beginning to understand: that ET visitations were not only real, they could assist us in overcoming the human-caused global crisis. Since then, Steve has provided amazing leadership in penetrating the mysteries not only of the phenomenon itself, but the shadowy corners of U.S. government and corporate cover-up of it. As a result, Dr. Greer has proven himself time and time again as a fearless and energetic warrior on the leading edge of planetary change. First he founded the Center for the Study of Extraterrestrial Intelligence (CSETI), in which he introduced the concept of ambassadorship between humans and off-planet cultures-but this time not merely science fiction. Holding allnight expeditions in UFO hot spots around the world, his groups would vector in viii
And the whole earth was of one language, and of one speech. And it came to pass, as they journeye... more And the whole earth was of one language, and of one speech. And it came to pass, as they journeyed from the east, that they found a plain in the land of Shinar; and they dwelt there. And they said one to another, Go to, let us make brick, and burn them thoroughly. And they had brick for stone, and slime had they for mortar. And they said, Go to, let us build us a city and a tower, whose top may reach unto heaven; and let us make us a name, lest we be scattered abroad upon the face of the whole earth. And the Lord came down to see the city and the tower, which the children of men builded. And the Lord said, Behold, the people is one, and they have all one language; and this they begin to do: and now nothing will be restrained from them, which they have imagined to do. Go to, let us go down, and there confound their language, that they may not understand one another's speech. So the Lord scattered them abroad from thence upon the face of all the earth: and they left off to build the city. Therefore is the name of it called Babel; because the Lord did there confound the language of all the earth: and from thence did the Lord scatter them abroad upon the face of all the earth.
Wissenschaftliche Untersuchungen zum Neuen Testament) Die Deutsche Nationalibliothek lists this p... more Wissenschaftliche Untersuchungen zum Neuen Testament) Die Deutsche Nationalibliothek lists this publication in the Deutsche Nationalbibliographie; detailed bibliographic data are available on the Internet at http://dnb.dnb.de.
Direct Leader-to-Employee Communication Still Works Best ➠8.3 The Leader's Role in Organizationa... more Direct Leader-to-Employee Communication Still Works Best ➠8.3 The Leader's Role in Organizational Communication CONTENTS IN BRIEF v i i Index x CONTENTS IN BRIEF ANNOTATED CONTENTS SECTION 1-FOUNDATIONAL CONCEPTS 1.1 Leadership in the twenty-first century 2 ➥Assesses where you are now as a leader, where you would like to be, and actions needed to get you there. 1.2 Contrasting management and leadership 5 ➥Helps leaders with an important distinction between management and leadership. 1.3 How effective leaders act: An overview 8 ➥Moves leaders above their day-today leadership activities to take a bird's-eye view of the fundamentals and their leadership styles, strengths, and development needs. 1.4 Principles to guide your use of leadership techniques 11 ➥Summarizes important principles for leaders and how to use them as a springboard for developing beliefs, thinking, and action as a powerful leader. 1.5 The basic habits and practices of successful leaders 15 ➥Helps leaders take specific leadership actions; inspired by Stephen Covey's Seven Habits. 1.6 Leadership: The boards of play 18 ➥Shows how leaders who can "play" at higher "board levels" necessarily have more power and influence than those at the lower levels. 1.7 The leadership results equation 21 ➥Helps leaders understand leadership attributes and how to make optimum use of these attributes to achieve four areas of results. 1.8 Recursive leadership: The logic of leadership 25 ➥Extends, in a novel way, a mathematical and computing science term, recursion, to explore some modeling aspects of effective leadership. 1.9 Paradigms: Understanding the thinking behind your thinking 29 ➥Helps leaders understand, reflect on, and prepare for paradigm changes within a workgroup, organization, or industry. x i 1.10 The GAS model: Designing practical organizational processes 33 ➥Helps leaders optimally design or redesign leadership processes, by making tradeoffs to ensure processes are practical and usable. 1.11 Integrity: Gut-level ethics 36 ➥Takes the cerebral concept of ethics and places it where leaders can understand and act on it-at gut level. SECTION 2-TOOLS F O R BIG-PICTURE THINKING 2.1 Introduction to systems thinking for leaders 40 ➥Introduces leaders to the elements of systems thinking-looking for patterns and relationships, then understanding and optimizing all systems. 2.2 The 7S model: Aligning for success 45 ➥Encourages leaders to think systemically, particularly when planning large systems or systemwide change within an organization. 2.3 Directional statements: Three levels of clarity 48 ➥Helps leaders make sense of a Babel of directional terms-mission, purpose, strategy, values, beliefs, goals, objectives, vision, and so on. 2.4 Visioning and vision statements 51 ➥Assists leaders with an important skill-visioning. The vision of this tool is to inspire you to create, with others, an inspiring vision! 2.5 Values and leadership 55 ➥Provides guidance for clarifying and living one's values, the bedrock of an organization's culture. 2.6 Clarifying purpose: Harnessing people power in organizations 59 ➥Helps leaders to define purpose and meaning, a skill that distinguishes leadership from management. 2.7 Writing clear goal statements 62 ➥Provides the concepts and tools needed to define and write clear result statements. 2.8 Measuring success: The balanced scorecard 65 ➥This modern tool helps leaders establish measurements beyond the traditional financial and production numbers. SECTION 3-TOOLS F O R STRATEGIC THINKING 3.1 The leader as strategist 69 ➥Summarizes and compares the most prominent perspectives on strategy of the past 20 years. 3.2 The sigmoid curve: Anticipating and preparing for change despite current success 73 ➥Challenges, in a novel way, the maxim, "If it ain't broke, don't fix it," by asking leaders to think about new directions while things are still going well. 3.3 SWOT: Strengths, weaknesses, opportunities, and threats 76 ➥As a springboard for strategy clarification, asks leaders to examine the current state of the organization, both inside and out. 3.4 The fundamentals of business-unit strategy 79 ➥Focuses on how to compete within a market defined by the larger corporation. x i i ANNOTATED CONTENTS 3.5 Strategic resourcing: Defining high-value work for service groups 82 ➥Helps internal service groups compete for work within their own organizations against the very best external service providers. 3.6 Strategic relationships: Analyzing your client base 86 ➥Provides a framework for leaders to examine their client and customer bases to ensure they are offering the highest value-added services and products to the right people. 3.7 RAIR logic: Aligning customers, strategy, culture, and leadership 89 ➥Provides a way of checking to ensure alignment among an organization's leadership style, culture, business strategy, and customer needs and markets. 3.8 Partnering for Success: Joint Ventures and Strategic Alliances 92 ➥Assists leaders with an alliancing model that sorts out and tracks an alliance development process. 3.9 Marketing a professional service group 96 ➥Helps leaders prepare a marketing plan for an internal professional services group working within an organization. SECTION 4-TOOLS F O R DESIGNING PRODUCTIVE PROCESSES A N D ORGANIZATIONS 4.1 Designing productive organizations 101 ➥Provides leaders with a model for the overall design of an organization, division, or workgroup. 4.2 Hierarchy: Leadership levels in an organization 105 ➥Provides a novel and practical model to help leaders determine the number of levels of leadership and the spans of control of leaders. 4.3 Business process reengineering 108 ➥Highlights core processes leaders need to consider if they intend to undertake business process reengineering. 4.4 Employee involvement: A range of possibilities 112 ➥Helps leaders determine how and when to involve others. 4.5 Organizational culture: Sail or anchor? 117 ➥Outlines the basics of organizational culture, its importance and how leaders can work with it. 4.6 Open-book leadership: Developing entrepreneurial thinking 121 ➥Contains guidelines for adopting open-book management-the sharing of information that would help employees adopt a more entrepreneurial and business-thinking orientation. 4.7 Job satisfaction: Involving workgroups in designing jobs 126 ➥Helps leaders engage employees in assessing the challenge, opportunity, and meaning they get from their work. 4.8 Revitalizing the Board of Directors in a nonprofit organization 129 ➥Outlines a systematic approach to Board of Directors design, and emphasizes the central role of the Board in developing and overseeing policy. 4.9 Using professional expertise: A modern leadership skill 132 ➥Helps leaders obtain and use knowledge workers' professional advice more effectively. 4.10 Surveying employees: Leading the survey process 135 ➥Assists leaders with the overall employee survey process, from planning and involving stakeholders to responding to and acting on survey results. ANNOTATED CONTENTS x i i i SECTION 5-TOOLS F O R LEADING CHANGE 5.1 Leading change: A change equation 140 ➥Pulls together a number of elements of successful change, complete with a checklist of suggested actions. 5.2 Leading major change in your organization 142 ➥Blueprints how to lead change in a large part of an organization. 5.3 Assessing readiness for change 145 ➥Helps leaders understand how ready they and their organizations are for change; identifies the major barriers early enough so you can do something about them. 5.4 Leading change: Small wins or breakthroughs? 147 ➥Helps leaders decide whether the change should be incremental-based on a series of small wins; or breakthrough-a discontinuous break with the past. 5.5 Change window: A balanced approach to winning support for change 150 ➥Helps leaders visualize a balanced approach to change, recognizing the pull to the familiar against the push to move on. 5.6 Aligning systems: Building systems compatibility into change plans 153 ➥Recognizes that, designed in isolation from the larger system into which it needs to fit, change is almost certainly doomed to fail; helps leaders to understand and work the system. 5.7 Stakeholder groups: Understanding and mapping stakeholder systems 156 ➥Helps leaders visualize who needs to be involved in sustainable change and in what way. 5.8 Human transitions: Helping people work through major change 160 ➥Deals with a challenging piece of the change puzzle: Ultimately, successful change means people successfully changing. 5.9 Surfacing and dealing with resistance 163 ➥Recognizes that change inevitably causes resistance. This tool will help leaders understand, surface, and deal with resistance. 5.10 Appreciative inquiry: Building change on success 166 ➥This is a tool for building success on success. Change starting from a positive base differs from traditional change, which usually arises out of a negative-a problem. SECTION 6-TOOLS F O R CRITICAL THINKING A N D INNOVATION 6.1 The BS detector kit: Recognizing errors of logic 170 ➥Outlines typical errors of logic committed by both leaders and others. 6.2 Assumption analysis: Testing decisions by examining their underlying biases 173 ➥Helps leaders surface and challenge their own and other people's assumptions, as a way of ensuring quality of decisions in complex and dynamic business environments. x i v ANNOTATED CONTENTS 6.3 Sorting out complex situations 176 ➥Deals with the multicausal nature of complex situations; their need to be broken into their constituent parts and then prioritized; and subsequently, how to plan action for highest-priority areas. 6.4 Dealing verbally with complexity 179 ➥Provides an on-the-spot, effective questioning strategy for verbally sorting out complex situations with others. 6.5 Force-field analysis: Organizing and understanding complexity 183 ➥Helps leaders to analyze and act on problems that are difficult to measure, by comparing the...
Foreward "UFO research is leading us kicking and screaming into the science of the twenty-first c... more Foreward "UFO research is leading us kicking and screaming into the science of the twenty-first century." J. Allen Hynek The human experiment on planet Earth is on the verge of self-destruction. Looking at the threats of nuclear war, the chemical and biological ecocide, global climate change, proliferating weapons on Earth and in space, the greed of corporations, and the gross cronyism and mismanagement of the U.S. government, the bloated military budgets and aggression, the distractions of our cultural conditioning, the spread of fear and ignorance, the suppression of life-saving technologies, the disparity of wealth and poverty among us, it is amazing we are still here. Barely. Do we have any hope? My answer is, we can only try. And if we do try, where can we find the answers? Enter Dr. Steven Greer. Almost twenty years ago I first met Steve Greer at a lecture I gave at the Unity Church in Arden, North Carolina. Having left my career as a mainstream space scientist at Princeton University and Science Applications International Corporation, I was then beginning to liberate myself from the confines and expectations of Western science. I was also intensely studying the UFO/ET phenomenon rejected by most of my fellow scientists. Now I felt free to explore and express our transcendent reality. So was Steve. A brilliant young ER physician with UFO/ET experience, Dr. Greer and I talked into the night when we first met. We began to make connections we were both just beginning to understand: that ET visitations were not only real, they could assist us in overcoming the human-caused global crisis. Since then, Steve has provided amazing leadership in penetrating the mysteries not only of the phenomenon itself, but the shadowy corners of U.S. government and corporate cover-up of it. As a result, Dr. Greer has proven himself time and time again as a fearless and energetic warrior on the leading edge of planetary change. First he founded the Center for the Study of Extraterrestrial Intelligence (CSETI), in which he introduced the concept of ambassadorship between humans and off-planet cultures-but this time not merely science fiction. Holding allnight expeditions in UFO hot spots around the world, his groups would vector in viii
And the whole earth was of one language, and of one speech. And it came to pass, as they journeye... more And the whole earth was of one language, and of one speech. And it came to pass, as they journeyed from the east, that they found a plain in the land of Shinar; and they dwelt there. And they said one to another, Go to, let us make brick, and burn them thoroughly. And they had brick for stone, and slime had they for mortar. And they said, Go to, let us build us a city and a tower, whose top may reach unto heaven; and let us make us a name, lest we be scattered abroad upon the face of the whole earth. And the Lord came down to see the city and the tower, which the children of men builded. And the Lord said, Behold, the people is one, and they have all one language; and this they begin to do: and now nothing will be restrained from them, which they have imagined to do. Go to, let us go down, and there confound their language, that they may not understand one another's speech. So the Lord scattered them abroad from thence upon the face of all the earth: and they left off to build the city. Therefore is the name of it called Babel; because the Lord did there confound the language of all the earth: and from thence did the Lord scatter them abroad upon the face of all the earth.
Wissenschaftliche Untersuchungen zum Neuen Testament) Die Deutsche Nationalibliothek lists this p... more Wissenschaftliche Untersuchungen zum Neuen Testament) Die Deutsche Nationalibliothek lists this publication in the Deutsche Nationalbibliographie; detailed bibliographic data are available on the Internet at http://dnb.dnb.de.
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