Become the leader you are Self‐ Leadership Through Executive Coaching
Publisher: Bookboon.com
Published: 2013
ISBN-13: 9788740308969
Table of contents: title: Content; title: 1. Introduction; title: 1.1. High-quality leadership is the exception; title: 1.2. Executive coaching for self-awareness; title: 1.3. Executive coaching equips leaders to lead and self-lead; title: 1.4. Authentic leadership and self-coaching; title: 1.5. What’s in this e-book; title: 2. Become the leader you are; title: 2.1. My coaching ethos: become who you are; title: 2.2. Leaders who could deliver more; title: 2.3. The link between authenticity and leadership; title: 2.4. The quality of authentic leadership; title: 2.5. Practical pointers; title: 3. Leadership coaching; title: 3.1. Resources and resourcefulness; title: 3.2. The motivation for coaching; title: 3.3. How to gain the most from leadership coaching; title: 3.4. Challenges that leaders bring to coaching; title: 3.5. Coaching outcomes; title: 3.6. Risky thinking; title: 3.7. Self-coaching; title: 3.8. Practical pointers; title: 4. Self-awareness and self-understanding; title: 4.1. Self-awareness: the heart of executive coaching; title: 4.2. Self-awareness is critical to effectiveness; title: 4.3. Coaching is developmental, not remedial; title: 4.4. The leader needs to care about their followers; title: 4.5. Connecting with others depends on connecting with self; title: 4.6. The difficult messages can be the eye openers; title: 4.7. Practical pointers; title: 5. We’re all part of the systems; title: 5.1. We all function within several systems; title: 5.2. Bringing alive what’s not said or seen; title: 5.3. Individual and systemic awareness; title: 5.4. Acknowledgment: the key to the door; title: 5.5. Who or what has been excluded?; title: 5.6. Beyond apparent logic; title: 5.7. Practical pointers; title: 6. Relationships and connection; title: 6.1. Leaders function in relationship to others; title: 6.2. Leaders’ effectiveness is linked to listening and connecting; title: 6.3. Mandela’s collaborative leadership; title: 6.4. A collaborative style of leadership strengthens the team; title: 6.5. Practical pointers; title: 7. Managing your emotions so as to lead others; title: 7.1. How emotional intelligence shows up; title: 7.2. Choosing your response; title: 7.3. Stepping back emotionally; title: 7.4. Empathy and the exceptional leader; title: 7.5. Emotional intelligence can be learnt; title: 7.6. Leadership outcomes from emotional intelligence; title: 7.7. Practical pointers; title: 8. Resilience, the bottom line and Ordinary Magic; title: 8.1. Resilience: a direct connection with revenue growth; title: 8.2. Building resilience is a constant; title: 8.3. Four factors for resilience; title: 8.4. Don’t just keep going: keep learning; title: 8.5. Ordinary Magic; title: 8.6. Practical pointers; title: 9. Leadership development; title: 9.1. What kind of leadership are we developing?; title: 9.2. Leadership qualities; title: 9.3. Six mental stances for top quality leadership; title: 9.4. Practical pointers; title: 10. Authentic leadership; title: 10.1. The struggle to inhabit our own authenticity; title: 10.2. The ideal organisation: diversity is encouraged; title: 10.3. Sir Richard Branson: an example of authentic leadership; title: 10.4. The rewards of authenticity; title: 10.5. The path to authentic leadership: self-awareness and ‘being’; title: 10.6. Practical pointers; title: 11. Trust: a critical element of leadership; title: 11.1. Lack of trust on the front line; title: 11.2. Leaders who succeed through building trust; title: 11.3. Trust: an increasingly frequent coaching issue; title: 11.4. Trust is reciprocal; title: 11.5. Leaders get more from their teams; title: 11.6. Practical pointers; title: 12. The global village; title: 12.1. What is ‘culture’?; title: 12.2. Complex, diverse workforces; title: 12.3. The systemic impact of culture; title: 12.4. Globalised responses; title: 12.5. Leadership qualities for a global culture; title: 12.6. Practical pointers; title: 13. Leading across cultures; title: 13.1. Leaders need to be cross-culturally effective; title: 13.2. The executive’s reactions to their own impact; title: 13.3. Where cultural differences show up; title: 13.4. Self-understanding and self-awareness are key; title: 13.5. Cross-cultural clear-sightedness; title: 13.6. Taking multiple perspectives; title: 13.7. Practical pointers; title: 14. Diversity; title: 14.1. Different types of diversity; title: 14.2. Self-awareness and acceptance; title: 14.3. Listening and valuing; title: 14.4. Respecting cultural values; title: 14.5. Releasing team potential; title: 14.6. Practical pointers; title: 15. The multi-generational workforce; title: 15.1. Diversity of age and intellect; title: 15.2. Diversity of pace; title: 15.3. Slowing down; title: 15.4. Speed-leadership; title: 15.5. Slowing down can mean getting to the heart of challenges; title: 15.6. Leaders play a crucial role in raising awareness of ‘slow’; title: 15.7. Can the coach enter the client’s world?; title: 15.8. Practical pointers; title: 16. Career strategy; title: 16.1. Purpose and meaning at work; title: 16.2. Purpose: fundamental to career refocus; title: 16.3. Professional identity; title: 16.4. Values, beliefs, drivers, strengths – and obstacles; title: 16.5. Career – and retirement – direction; title: 16.6. Practical pointers; title: 17. Career refocus: stepping off the treadmill; title: 17.1. Getting off the treadmill; title: 17.2. Resolving the dilemmas and tensions; title: 17.3. Feeling ‘a whole person’; title: 17.4. Handling difficulties – and refocusing the career; title: 17.5. Making decisions in awareness; title: 17.6. A new job – or something different in the current job; title: 17.7. Swapping organisational life for ‘the good life’; title: 17.8. Practical pointers; title: 18. Factors in managing the executive career; title: 18.1. Choosing the path rather than the path choosing you; title: 18.2. A holistic approach brings the fullest value; title: 18.3. The Wittenberg Career Coaching Model©; title: 18.4. Career practicalities; title: 18.5. The executive experience; title: 18.6. Practical pointers; title: 19. Your personal brand: a marketable identity; title: 19.1. What is your personal brand?; title: 19.2. Your passions; title: 19.3. Your values; title: 19.4. Your experience and achievements; title: 19.5. Your strengths and skills; title: 19.6. Your reputation; title: 19.7. Your personal vision and your goals; title: 19.8. Practical pointers; title: 20. Creativity and innovation; title: 20.1. The various manifestations of David Bowie; title: 20.2. Treading a new path: creativity and innovation; title: 20.3. Collaboration; title: 20.4. Leadership, learning and the courage to pioneer; title: 20.5. The freak becomes the unifier; title: 20.6. Practical pointers; title: 21. The neuroscience of learning and performance; title: 21.1. A direct link between learning and performance; title: 21.2. Why reflection works as a learning process; title: 21.3. Slowing down to reflect; title: 21.4. Why goal-based learning works; title: 21.5. Mastery is anathema; title: 21.6. Practical pointers; title: 22. Mindfulness: coaching the leader; title: 22.1. What is mindfulness?; title: 22.2. Curiosity; title: 22.3. Non-judging: wisdom and compassion; title: 22.4. What next for the leaders I coach?; title: 22.5. Practical pointers; title: 23. Conclusion; title: 23.1. Two fundamental principles: learning and self-awareness; title: 23.2. Self-leadership; title: 23.3. Self-coaching; title: 23.4. Become the leader you are; title: 24. Bibliography