Table of Contents

"Preface

Chapter 1. Leaders as Followers

Leading Without Authority

Leaders as a Different Breed of Cat

Leading Leaders against Iraq

French-Fried Leadership

Lessons for Leading Leaders

Chapter 2. Leading One-on-One

Defining Leadership

Leadership as Relationship

Communication as the Key to Leadership Relationships

Leadership up Close and Personal

Interest-Based Leadership

Choosing the Right Leadership Medium

The Building Blocks of Leadership Relationships

Work on the Relationship

Chapter 3. The Art of Strategic Leadership Conversation

The Game of Strategic Conversation

The Case of Hans Brandt

Seven Rules for Strategic Conversations

Define and Stay Focused on Your Goal

Get to Know the Other Person and Especially That Person's Interests

Appeal to and Shape Those Interests

Anticipate the Other Person's Possible Actions and Reactions

Generate Options Together

Evaluate the Options Using a Fair Process

Decide and Gain Commitment for the Decision

Chapter 4. The Seven Daily Tasks of Leadership

A Follower's Guide to Leadership

The Multi-Tasking Leader

Chapter 5. Task No. 1: Direction - Negotiating the Vision

Determining the Direction, the Way, the Vision

Visionary Prophet or Visionary Diplomat?

Securing Commitment to the Direction

Overseeing Direction

Negotiating a Vision for Goldman Sachs

Negotiating a Direction

Conclusion: Rules for Negotiating a Direction

Chapter 6. Task No. 2: Integration - Making Stars a Team

Custodial Leadership?

The Follower's Dilemma

Barriers to Integration

No Perceived Common Interests

Lack of Felt Shared History

Too Much Bad History

Poor Internal Communications

Cultural Differences

Spoilers

Divide-and-Conqueror Leadership

Removing the Barriers to Integration

Make Common Interests Apparent Through Meaningful Activity

Make History

Bridge the Cultural Divide

Become a Communications Engineer

Co-Opt or Isolate Spoilers

Adopt a Unite-and-Empower Style of Leadership

Conclusion: Rules for Creating Integration

Chapter 7. Task No. 3: Mediation - Settling Leadership Conflicts

The Leader as Mediator

Robyn v. Luis

The First Step: Understand Interests

Your Role as Leader-Mediator

Process

Communications

Substance

Mediation Power Tools

Reward

Coercion

Expertise

Legitimacy

Reference

Coalitions and Networks

Conclusion: Rules for Using Mediation Power Tools

Chapter 8. Task No. 4: Education - Teaching the Educated

Leaders as Managers of the Learning Process

Diagnosing the Learning Problem

Know Your Students, but Don't Treat Them Like Students

Use Existing Frameworks and Terminology

One-on-One Education

Advise and Consent, Not Command and Control

Framing the Problem

Never Give a Solo Performance

Conclusion: Rules for Educating the Educated

Chapter 9. Task No. 5: Motivation - Moving Other Leaders

The Nature of Motivation

Interest-Based Motivation

Motivating the Person Who Has Everything

One Size Does Not Fit All

Motivation, Not Manipulation

Convincing Conviction

Looking Ahead and Feeding Back

Conclusion: Rules for Providing Motivation

Chapter 10. Task No. 6: Representation - Leading Outside the Organization

The Demands of Representation

The Functions of Leadership Representation

Resource Acquisition

Relationship Management

Image Projection

A Tale of Two Photos

Choosing Your Shots

The Leader's Mandate

A User's Guide to Representation

The Loyal Leader

Interest-Based Representation

Conclusion: Rules for Leadership Representation

Chapter 11. Task No. 7: Trust Creation Capitalizing Your Leadership

Trust Me

What is Trust and Why is it Important?

Raising Trust Capital

Openness

Trust by Increments

Obstacles to Trust

Conclusion: Rules of Trust

Index"