- Results-based leadership: a manager’s challenge
- Leadership and management: vital complementary roles
- The organizational pyramid of bottom-line results
- Aligning business results with departmental results and individual results
- From vision and mission to key result areas, key performance indicators, and balanced scorecard
- A formula for results-based leadership: attributes times results
- The five practices of results-oriented leaders
- Roles and competencies of results-based leaders
- Flying in V formation
- The V formation
- Modern day definition of management
- The managerial grid
- Situational leadership
- Maturity level of the group
- Maturity levels and leadership styles
- Leadership behavior: directive or supportive
- Motivating and engaging employees for exceptional results
- Motivation is made up of two words, not one
- The Spitzer’s eight motivational desires
- Applying the eight motivational desires model for optimal results
- Motivators are not satisfiers
- Engaging employees and boosting productivity
- Definition of engagement
- Organizational cost of disengagement
- Culture of engagement
- Initiatives to increase motivation and engagement
- The ROI of employee engagement
- Managing individual results through effective performance management
- Performance management vs. performance appraisal
- Cascading objectives
- Setting individual objectives
- Tracking performance and giving feedback
- Conducting effective, low-stress performance appraisals
- The inspirational leader
- Importance and objective of communication
- How effective managers spend their time
- The 7-38-55% rule
- Attributes of results-based leaders
- Being visible and available
- Being accessible and approachable
- Being responsible and responsive
- Being trustworthy and respectful
- Being role models
- Communicating with assertiveness
- Passive, aggressive and assertive styles
- The assertive communicator
- Emotional Intelligence (EI) competencies and leadership styles
- An overview of EI
- EI defined
- The four competency clusters
- ‘IQ’ versus ‘EQ’
- How results-based leaders influence organizational climate
- Organizational climate: the 6 components
- Correlation between EI competencies, styles, climate, and results
- “Leadership that gets results”: Goleman’s article on style and bottom-line results
- The Results-based leaders as talent builder
- Talent health check
- The talent web
- The RBL as a talent spotter
- The RBL as a talent coach
- The RBL as a talent blender
- The RBL as a talent conductor