How to Lead and Influence People - Chapter II - Table of Contents

HOW TO LEAD, DEAL WITH
AND INFLUENCE PEOPLE
CLICK HERE TO REVIEW THIS MANUAL   Written By: Gene Levine, Gene Levine Associates
Management Advisors - Since 1965

TABLE OF CONTENTS

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CHAPTER I. LEADERSHIP

CHAPTER II
      LEADER OR FOLLOWER, WHICH ARE YOU?

To Preview Our eBook On The Delegation Portion Of This Chapter

A.     WINNERS AND LOSERS, THERE IS A DIFFERENCE

B.     THE SECRET TO WINNING

C.     THE STUFF WINNING LEADERS ARE MADE OF

D.     POOR PITIFUL YOU

E.     THE LAW OF CAUSE AND EFFECT REVISITED

F.     SECURITY?

G.     FUN?

H.     LIFE IS FULL OF TRADE-OFFS

I.     DELEGATION IS ONE OF THE MARKS OF A TRUE LEADER

J.     HOW TO DELEGATE

1.    Deciding what to delegate:
2.    Select capable, willing people to carry out jobs:
3.    Delegate complete jobs:
4.    Explain why the job is done, and what results are expected:
5.    Then let go!
6.    Give help and coach when requested:
7.    Accept only finished work:
8.    Give credit when a job has been successfully completed:

K.     WHY DO PEOPLE FAIL TO DELEGATE?

Lack of time:

Perfectionism - fear of mistakes:

Enjoying 'getting my hands dirty’:

Fear of surrendering authority:

Fear of becoming invisible:

Belief that others 'are not up to the job’:

L.     WHAT SHOULD NOT BE DELEGATED?

CHAPTER III. LEADERSHIP ALWAYS BEGINS WITH A VISION

CHAPTER IV. AUTHENTICITY

CHAPTER V. TIME MANAGEMENT

CHAPTER VI. COMMUNICATION

CHAPTER VII. HOW TO OVERCOME RESISTANCE AND CHANGE PARANOIA

CHAPTER VIII. INFLUENCING AND LEADING OTHERS – WITH OR WITHOUT AUTHORITY

CHAPTER IX. TRAINING AND ORIENTATION

CHAPTER X. MOTIVATION – THE KEY TO A LEADER’S SUCCESS

CHAPTER XI. INCENTIVES; THE REWARDS FOR EXTRA EFFORT

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CHAPTER I.	LEADERSHIP
CHAPTER II LEADER OR FOLLOWER, WHICH ARE YOU? To Preview Our eBook On The Delegation Portion Of This Chapter A. WINNERS AND LOSERS, THERE IS A DIFFERENCE B. THE SECRET TO WINNING C. THE STUFF WINNING LEADERS ARE MADE OF D. POOR PITIFUL YOU E. THE LAW OF CAUSE AND EFFECT REVISITED F. SECURITY? G. FUN? H. LIFE IS FULL OF TRADE-OFFS I. DELEGATION IS ONE OF THE MARKS OF A TRUE LEADER J. HOW TO DELEGATE 1. Deciding what to delegate: 2. Select capable, willing people to carry out jobs: 3. Delegate complete jobs: 4. Explain why the job is done, and what results are expected: 5. Then let go! 6. Give help and coach when requested: 7. Accept only finished work: 8. Give credit when a job has been successfully completed: K. WHY DO PEOPLE FAIL TO DELEGATE? *Lack of time:* *Perfectionism - fear of mistakes:* *Enjoying 'getting my hands dirty’:* *Fear of surrendering authority:* *Fear of becoming invisible:* *Belief that others 'are not up to the job’:* L. WHAT SHOULD NOT BE DELEGATED?
CHAPTER III.	LEADERSHIP ALWAYS BEGINS WITH A VISION
CHAPTER IV.	AUTHENTICITY
CHAPTER V.	TIME MANAGEMENT
CHAPTER VI.	COMMUNICATION
CHAPTER VII.	HOW TO OVERCOME RESISTANCE AND CHANGE PARANOIA
CHAPTER VIII.	INFLUENCING AND LEADING OTHERS – WITH OR WITHOUT AUTHORITY
CHAPTER IX.	TRAINING AND ORIENTATION
CHAPTER X.	MOTIVATION – THE KEY TO A LEADER’S SUCCESS
CHAPTER XI.	INCENTIVES; THE REWARDS FOR EXTRA EFFORT

	READ GLA ARTICLES ON LEADERSHIP	READ A COMPLETE DESCRIPTION OF THIS MANUAL	COMPLETE LIST OF ALL GLA TRAINING MANUALS	CONTACT US