Busy Leader's Handbook

QUINT STUDER is a lifelong businessman, entrepreneur, and student of leadership. He not only teaches it, he has done it. He has worked with individuals at all levels and across a variety of industries to help them become better leaders and create high-performing organizations. He seeks always to simplify high-impact leader behaviors and tactics for others. Quint has a great love for teaching his insights in books and has authored eight of them in addition to The Busy Leader's Handbook. His book Results That Last reached number seven on the Wall Street Journal bestseller list. He currently serves as the Entrepreneur-in-Residence at the University of West Florida.

• How to Approach This Book xvii“Wait . . . Didn’t I Read This in Another Chapter?” xixSection 1 The Leader in You: Key Skills and Behaviors 11 Strive to Be Self-Aware and Coachable 32 Invite Feedback from Others and Don’t Take it Personally; Instead, Take Ownership 73 To Be a Good Leader, First Learn to Be a Good Follower 134 Quiet the Ego and Lead with Humility 195 Let Values Be Your Guide 256 Be a Good Communicator 317 Know How to Get Things Done: Hit the Brakes on the Ideas; Hit the Gas on the Execution 378 Get Intentional About Time Management 419 Grace Under Fire: How to Manage Yourself During Stressful, Busy Times 4910 Change the Way You Think About Change 5511 Embracing Discomfort: Why Allowing Yourself to Be Unsettled Makes You a Better Leader 6312 Clarity Counts: How and Why Leaders Should Give Clear Guidance on Rules 6913 Face Conflict Head-on: Why Conflict Resolution is the Ultimate Business Skill 7314 Reaching Resolution: How to Have Tough Conversations without Damaging Relationships 7715 Drill Down on Generalizations 81Section 2 Optimizing Employee Performance 8516 Creating a Positive Workplace Culture 8717 The Secret to Strong Relationships: Manage the Emotional Bank Account 9318 Positive Recognition Changes Everything: The Art of Rewarding, Recognizing, and Saying Thank You 9719 Meaning, Purpose, and Engagement: How Great Leaders Effectively Connect All Three 10320 Help Employees Understand the Meaning of Their Work 11121 Psychological Safety: Making it Comfortable for People to Tell the Truth and Take Risks 11722 Know What the What is for Others (and Communicate Your Own What) 12323 Don’t Resort to We/Theyism; Don’t Let Others Practice It, Either 12724 Create a Culture of Ownership Inside Your Company 13125 Mentors Matter: Here’s How to Be One and How to Work with One 13726 Reducing Workplace Drama: How it Harms Your Company and How to Shut it Down 14327 Make an Effort to Become a Millennial-Friendly Leader 14728 Be a Positive Ambassador for Your Organization—and Teach Others to Do the Same 153Section 3 Strategic/Foundational Topics 15929 The Case for Structure: Why Companies Should Hardwire Processes, Practices, and Other Foundational Building Blocks 16130 Define and Live Your Mission, Vision, and Values 16531 Set Big, Bold, Clear Goals and Communicate Them to All Employees 17132 Put “Official” (Written) Standards of Behavior in Place 17533 The Power of Metrics: How Measuring the Important Things Helps Us Be the Best We Can Be 18334 The Middle Manager Impact: Why a Strong Leader Development System is Crucial 18935 Hiring the Right People: Creative Ways to Recruit and Hire 19336 Retention: The First 90 Days and Beyond 19937 Create a Training and Development System That Motivates Employees to Learn 20738 Performance Reviews That Make a Difference 21339 Customer Satisfaction Starts with Employee Engagement: Have a Process to Regularly Measure Both 21940 Put a Well-Run Meeting System in Place: Why a Large-Group/Small-Group Approach Often Works Best 22541 Focus on What Right Looks Like: How to Collect and Move Best Practices 233A Final Thought: Putting it All into Practice 237Acknowledgments 239About the Author 243Index 247How Quint Studer Can Help Your Organization. . .and Your Community 263