B. Keith Simerson is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management and corporate strategy. He has served as an adjunct professor at Gardner-Webb University, guest lecturer at Webster University Graduate School, and Associate Editor of the professional journal, Police Chief. He is a frequent presenter at conferences and seminars, has written for Training Director's Forum, and is coauthor of Evaluating Police Management Development Programs (Praeger, 1990), and Fired, Laid Off, Out of a Job (Praeger, 2003).Michael L. Venn is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management, and corporate strategy. He has presented and taught globally on these topics, and is the author of articles in Executive Excellence and publications of the American Society of Training and Development and the International Society for Performance Improvement. He also serves on the Board of Directors of the Association of Internal Management Consultants.

• Publisher's Note Preface PART I Principles and Practices1 Overview2 Background3 ResponsibilitiesPART II Leading in Context4 Turning on the Light: Pyramids and the Four-Minute Mile5 Sharing the Light: Those Amazing Lemmings6 Using Your Light to Refocus: Chicken Little7 Using Your Light to Redirect: The Plight of the Knight in Shining Armor8 Using Your Light to Maintain: John Henry Knew What to Do9 Receiving the Light: The Saga of the Uninvited GuestPART III Action Plan, Tools, and Resources10 Skills and Competencies11 Diagnosis12 Development Plan13 Action Plan14 Resources for the Manager as LeaderNotes Bibliograph Index

Consultants Simerson and Venn examine how an organization can elicit leadership from everyone involved, how those who lead can influence others to perform more effectively and efficiently, and how leaders can continue to be successful when their environment is constantly changing. Focusing on the practical, they place leading in context of the leader being a light that is shared, refocuses on the important, redirects as appropriate, maintains significant elements, and grows as it shines on others. They include a wide range of assessment tools of skill sand competencies, diagnosis of leadership styles and abilities, development plans, action plans, and resources.

B. Keith Simerson is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management and corporate strategy. He has served as an adjunct professor at Gardner-Webb University, guest lecturer at Webster University Graduate School, and Associate Editor of the professional journal, Police Chief. He is a frequent presenter at conferences and seminars, has written for Training Director's Forum, and is coauthor of Evaluating Police Management Development Programs (Praeger, 1990), and Fired, Laid Off, Out of a Job (Praeger, 2003).Michael L. Venn is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management, and corporate strategy. He has presented and taught globally on these topics, and is the author of articles in Executive Excellence and publications of the American Society of Training and Development and the International Society for Performance Improvement. He also serves on the Board of Directors of the Association of Internal Management Consultants.

• Publisher's Note Preface PART I Principles and Practices1 Overview2 Background3 ResponsibilitiesPART II Leading in Context4 Turning on the Light: Pyramids and the Four-Minute Mile5 Sharing the Light: Those Amazing Lemmings6 Using Your Light to Refocus: Chicken Little7 Using Your Light to Redirect: The Plight of the Knight in Shining Armor8 Using Your Light to Maintain: John Henry Knew What to Do9 Receiving the Light: The Saga of the Uninvited GuestPART III Action Plan, Tools, and Resources10 Skills and Competencies11 Diagnosis12 Development Plan13 Action Plan14 Resources for the Manager as LeaderNotes Bibliograph Index

Consultants Simerson and Venn examine how an organization can elicit leadership from everyone involved, how those who lead can influence others to perform more effectively and efficiently, and how leaders can continue to be successful when their environment is constantly changing. Focusing on the practical, they place leading in context of the leader being a light that is shared, refocuses on the important, redirects as appropriate, maintains significant elements, and grows as it shines on others. They include a wide range of assessment tools of skill sand competencies, diagnosis of leadership styles and abilities, development plans, action plans, and resources.

B. Keith Simerson is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management and corporate strategy. He has served as an adjunct professor at Gardner-Webb University, guest lecturer at Webster University Graduate School, and Associate Editor of the professional journal, Police Chief. He is a frequent presenter at conferences and seminars, has written for Training Director's Forum, and is coauthor of Evaluating Police Management Development Programs (Praeger, 1990), and Fired, Laid Off, Out of a Job (Praeger, 2003).Michael L. Venn is a founding Partner of Tradewinds Consulting, LLC, advising Fortune 500 companies in change management, leadership development, human resource management, and corporate strategy. He has presented and taught globally on these topics, and is the author of articles in Executive Excellence and publications of the American Society of Training and Development and the International Society for Performance Improvement. He also serves on the Board of Directors of the Association of Internal Management Consultants.

• Publisher's Note Preface PART I Principles and Practices1 Overview2 Background3 ResponsibilitiesPART II Leading in Context4 Turning on the Light: Pyramids and the Four-Minute Mile5 Sharing the Light: Those Amazing Lemmings6 Using Your Light to Refocus: Chicken Little7 Using Your Light to Redirect: The Plight of the Knight in Shining Armor8 Using Your Light to Maintain: John Henry Knew What to Do9 Receiving the Light: The Saga of the Uninvited GuestPART III Action Plan, Tools, and Resources10 Skills and Competencies11 Diagnosis12 Development Plan13 Action Plan14 Resources for the Manager as LeaderNotes Bibliograph Index

Consultants Simerson and Venn examine how an organization can elicit leadership from everyone involved, how those who lead can influence others to perform more effectively and efficiently, and how leaders can continue to be successful when their environment is constantly changing. Focusing on the practical, they place leading in context of the leader being a light that is shared, refocuses on the important, redirects as appropriate, maintains significant elements, and grows as it shines on others. They include a wide range of assessment tools of skill sand competencies, diagnosis of leadership styles and abilities, development plans, action plans, and resources.