Gear-Shifting Leadership

Leon Cai is a global partner of Perth Leadership Institute and represents Perth in Shanghai, China. He is also the Dean as well as Chief Consultant of Wilner Sales & Leadership Institute. Leon was once ranked among the top ten most influential Chinese trainers and was the winner of the "Honor China Award". He was recommended by the Discovery Channel of CCTV (Central TV station of China) as a leading figure in China’s training and consulting industry. Leon Cai graduated from Fudan University, a top-level university in China. He had been a management consultant in a renowned consulting firm and a senior marketing director in a fortune 500 company before starting his career as a trainer, speaker and writer. He was certified as "writer of the year" by Enterprise Management Publishing house as well as China Fortune Press.Leon Cai is the author of many bestsellers in China. Besides Gear-shifting Leadership, he has also published Key Controlling Points of Sales Management; Soft Negotiation; Blue Marketing, Red Sales; Left -Hand Service, Right-Hand Sales; and Strategic Selling.

• ContentsAbout the Author ................................................................................... ixPreface .................................................................................................... xiIntroduction: Four Gears of Leadership Development .... 1Mid- and High- Level Managers Need MoreComprehensive Leadership ...................................... 1Four Gears of Leadership Development ........................... 2PART I FollowershipChapter 1 Followers and Leaders ........................................................ 9Why Should Leaders Develop Followership? ................... 9The Basic Definition and Connotation ofFollowership ............................................................ 11Interaction Between Followers and Leaders ................... 12Chapter 2 Two Cores of Followership .............................................. 195Q Model of Leaders’ Self- Management ......................... 20Seven Laws of Leaders’ Upward Management ................ 24PART II Face- to- Face LeadershipChapter 3 Four Driving Wheels of Face- to-Face Leadership .......... 33The Four “Don’t Know” Root Causes ofPerformance Gap .................................................... 35Four Driving Wheels of Face- to-Face Leadership .......... 35Chapter 4 Face- to- Face Leadership— Boundary- DefinedDelegation ......................................................................... 41Form Closed Loops of Execution ThroughEffective Delegation ................................................ 41Boundary- Defined Delegation ........................................ 42Guard Against Anti- Delegation fromSubordinates ............................................................ 48Chapter 5 Face- to- Face Leadership— Inner- Driven Motivation ..... 51Inner- Driven Motivation versus Material Incentive ...... 51Four Types of Inner Drive ............................................... 52Chapter 6 Face- to- Face Leadership— Dual- Track Mentoring ......... 57Two Major Tracks of Subordinate’s Ability ..................... 57Forms and Rules of Perfect Coaching ............................. 58Modes and Principles of Effective Counseling ............... 63Chapter 7 Face- to- Face Leadership— Preventive Intervention ....... 67Behavioral Intervention versus PerformanceAssessment ....................................................................... 67Five Murphy’s Behaviors in Urgent Need ofIntervention ............................................................ 69Seven Golden Steps of Intervention Interview ............... 71PART III Indirect LeadershipChapter 8 Three Major Roles of Indirect Leaders ........................... 79Upgrade from Face- to- Face Leadership to IndirectLeadership ............................................................... 79WWH Analysis Model of Macro Performance ............... 81Three Key Roles of Indirect Leaders ............................... 84Three Performance Indicators of IndirectLeadership ............................................................... 85Self- Evaluation Form of Five Leadership Roles .............. 90How Do the Behaviors in the Following TableMatch Those of Yours? ........................................... 90Chapter 9 Enhancement of the Centripetal Force of a Team .......... 97The 3V Tools of Psychological Contract ......................... 97Vision Anchor ................................................................... 98Value Root ....................................................................... 103Victory Chain ................................................................. 108Chapter 10 Enhancement of the Executive Force of a Team ........... 113Three Components of the Executive Forceof a Team ............................................................... 113Absolute Non- Negotiables ............................................. 115Standard Execution Procedures ..................................... 119Key Responsibility Matrix .............................................. 128Chapter 11 Enhancement of the Cohesive Force of a Team ............ 133Interpersonal Synergy Quotient of a Team ................... 133Fellowship with Complementary Roles ........................ 137Informal Group Alliance ................................................ 143Trust Circle ..................................................................... 149PART IV Organizational Executive LeadershipChapter 12 Three Dynamic Optimizations of OrganizationalExecutive Leadership ..................................................... 157Three Dynamic Optimizations of OrganizationalExecutive Leadership ............................................ 159Dynamic Optimization of OrganizationalTalent Pool ............................................................ 161Dynamic Optimization of Decision- Making Modes ...... 166Dynamic Optimization of Leadership Styles ................ 173Conclusion: Learning and Practice of Gear- ShiftingLeadership ....................................................................... 181Principle 1: Comprehensive Mastery of Gear-Shifting Leadership ............................................... 181Principle 2: Weakness Improvement in Gear-Shifting Leadership ............................................... 182Principle 3: Prioritized Enhancement in Gear-Shifting Leadership ............................................... 183Principle 4: Preparatory Development of Gear-Shifting Leadership ............................................... 183Index .................................................................................................... 185

The US is still trying to figure out how China got to do an end-run around US management theory and practice. In this book Gear-Shifting Leadership, author and business leader Leon Cai, who lives in Shanghai, sets out leadership and management as seen by leaders who have only known fast, aggressive growth and the ability to overcome obstacles that would fell almost all of us. Ted Prince, founder and CEO of Perth Leadership Institute Using practical models, tools and examples, Gear-Shifting Leadership shows how to successful apply a broad array of proven management techniques. The reader will leave with an interrelated framework to navigate management and leadership challenges. Robert Calvin author of Entrepreneurial Management and Sales Management -- both part of The McGraw-Hill Executive MBA SeriesMy friend, Mr. Leon Cai, has absorbed many strong leadership lessons from international speakers whom he worked with. I believe that the best lessons from Western teachers have been assimilated by Leon Cai into a coherent master structure tailored for audiences all over the world. I applaud Leon Cai’s work and urge students of leadership to take advantage of the broad-based wisdom in his book. Larry Donnithorne, author of The West Point Way of Leadership