About the Book

Are you responsible for creating a leadership training program for your organization, but don’t know where to start? Do you already have experience in developing leadership training programs, but want to improve the efficacy of your current offering? Either way, Leaders Start to Finish offers detailed, specific insight and instructions on how to develop highly effective leadership training programs that will produce engaged and authentic leaders in your organization.
Within the framework of providing detailed, workable, real-world suggestions and examples for building or improving your leadership program, some of the specific topics covered in Leaders Start to Finish include:

• developing authentic, engaged leaders
• closing the gap on generational leadership
• utilizing leadership competencies
• developing strategic and tactical plans
• planning for smooth, efficient succession
• developing human capital
• leading with integrity, values, intuition, and stronger ethics
• building stronger teams
• managing the talent cycle
• becoming an influential leader
• incorporating the “three Ps” - purpose, passion and performance - into your leadership training
• reviewing current leadership trends

With numerous case examples from the real world, as well as checklists, discussion questions, practical exercises, training tips, and more, Leaders Start to Finish gives you everything you need to create a professional, effective leadership training program, whether you’re starting from scratch or are interested in improving your current training protocols.

About the Author

Anne Bruce is a bestselling, award-winning author of 16 books, which have been translated into 24 languages. Thousands of people around the world have adopted Anne’s no-nonsense approach to Discover True North and have learned to be the author of their life story. Anne has had the privilege to speak for teams and leaders at the White House, the Pentagon, GEICO, Saks Fifth Avenue, Coca-Cola, IBM, Southwest Airlines and JetBlue Airways, Harvard and Stanford Law Schools, Ben & Jerry’s, Baylor Medical University, the American Red Cross, the Conference Board of Europe, and the American Society of Training & Development (ASTD). Stephanie Montanez has been called one of California’s HR thought leaders, as well as a subject matter expert in improving employee performance through a wide variety of tried-and-true methods. Her philosophy is to improve performance and avoid employee performance hurdles by using praise in progress and direct and specific feedback methodologies, along with effective formal employee coaching and development plans. Formerly an HR professional, now she heads up the HR division as director in one of America’s most highly regarded and successful medical billing companies, MedAmerica Billing Services, Inc. Currently, Montanez is the executive producer and the voice and face of www .HumanResourcesSources.org and its popular internal media programming channel.

Table of Contents:
Preface • Acknowledgments • Introduction Chapter 1: Practicing Authentic Leadership and Ditching the Drama • What Is Authenticity? • Leaders Are True to Themselves • Get Authentic—Stop Workplace Drama • Five Traits of Authentic Leadership • What Sets Authentic Leaders Apart From the Rest? • How to Help Your Leaders Develop Self-Mastery • Authentic Behavior Connects Your Leaders to People • Leading Authentically Chapter 2: Civility and the Human Side of Leadership • Is Your Organization Lacking in Humanity? • Is Your Organization Lacking in Civility? • What Is a Human-Oriented Leader? Chapter 3: Minding the Gap on Generational Leadership • Manage and Demonstrate Leadership Between Generational Gaps • Four Important Strategies to Give Your Multi-Generational Workforce a Boost • Train Your Leaders in Proper Communication Techniques • How to Give Leadership Purpose to a Multi-Generational Workplace • Achieving Goals in a Multi-Generational Workplace • Other Tips for Minding Generational Gaps Chapter 4: Brand and Expand Your Organization’s Talent With Competencies • Brand and Expand Your Leaders Using Strengths-Based Tools and Employee Development Planning • What Is the Purpose of Having an Employee Development Plan? • An Easy, Seven-Step Process for Employee Development Planning • If Your Leaders Don’t Know Where They’re Going, Any Road Will Take Them There • What Is Competency? • Incorporating Competencies Into Your Leadership Training • Matching Competencies With Organizational Goals Yields Business Results Chapter 5: Don’t Lose Your Mojo—Create a Leadership Plan for Everyone Today • Goal Setting Isn’t Enough • Leadership Planning—The Voyage of Discovery • Create a Leadership Plan That Helps Leaders Keep Their Mojo • Planning to Lead Chapter 6: Leader’s Guide to Developing Strategic and Tactical Plans • The Evolution of Strategic and Tactical Planning • The Strategic Approach—What Do We Need to Be Doing to Survive and Thrive? • The Tactical Approach—How Will Our Organization Get There and How? • Cut to the Chase: Get People Moving on Short- and Long-Term Plans • Tactical Plans Are About Doing, Not Planning • Keep Tactical Plans Aligned With the Strategic Plans of Your Organization • A Leader’s Four-Part Blueprint for Creating a Strategic Plan • Include Everyone When Implementing a Strategic Plan • A Leader’s Six-Part Blueprint for Creating a Tactical Plan Chapter 7: Succession Planning Takes Talent Management • A California Leader in Succession Planning: Sutter Health Paves the Way • Succession Planning versus Replacement Hiring • Attracting and Retaining the Best Talent • Building Leaders From Within the Organization • Developing the Careers of Potential Successors • The Ultimate Test: Pass the Baton and Get Out of the Way Chapter 8: Leadership and Corporate Culture: Strategies for Developing Human Capital • The Whole-y Grail of Corporate Culture • Formula for Success: Corporate Culture = Personality of the Organization • What Does Leading Human Capital Have to Do With Culture? • Five Leadership Strategies for Leading Human Capital and Culture • The Power of Culture and Human Capital Chapter 9: Leading With Integrity, Values, Intuition, and Stronger Ethics • Integrity: The Highest Form of Human Intelligence • People Will Do What They See Their Leaders Do • ROI = Return-on-Integrity • Stand for Something or Fall for Anything: The Values-Led Approach • Best Company Reputations Stem from Values, Trust, and Integrity • Encouraging Your Leaders’ Intuition • The Importance of Ethics When Growing Leaders Chapter 10: Building Stronger,Turbo-Charged Teams • Know Who the Followers Are • Team Transformation • Eight Highly Effective Practices for Building a Team • Leading Teams Through the Power of Influence • Helping Leaders Understand Team Types and Their Unique Functions • Working Virtually Together, Apart Chapter 11: Leading in a Virtual World—Leaders Will Require “Telepresence” • Leaders Get Back to the Future—Here and Now • Attention Leaders: Be Flexible; Learn as You Go • Virtual Leaders Are Tied to Technology • Leaders Make Their Presence Felt • Virtual Leaders and Their Organizations Are Not Bound in the Same Way • Diversity and Difficult People in a Virtual World • The Flip Side of Working Virtually—Reading Between the Lines • Virtual Teams Can Be Hybrids • Seven Highly Effective Habits for Managing a Virtual Team • Leading Across International Divides Chapter 12: Coaching for Success and the Talent Management Cycle • Commandments for Coaching Success • Understanding the Primary Leadership Styles of Coaching • The Eight Primary Coaching Styles • Developing a Personal Case Study • Guidelines for Coaching • Coaching During Onboarding Can Be a Strategic Leadership Tool • First Steps for Onboarding • Leadership Onboarding in Action • The Power of Coaching Chapter 13: Performance Management—Using Communications Excellence • Performance Communication—It’s an Ongoing Process • The Importance of Early Feedback • A Day-in-the-Life for Leaders: Performance Management Scenarios Chapter 14: Becoming an Influential Leader • Everyone Has Influence • Influence Does Not Demand Authority or a High Profile • Everyone Can Be an Influencer • How Leaders Influence • A Leader’s Five-Step Path to Developing Influence • There Is Plenty of Room at the Top • Expanding the Sphere of Influence • Developing and Expanding Your Influence Chapter 15: Hope and Trust Start on the Path to Leadership Empowerment • Authentic Empowerment Keeps It Real • Real-World Empowerment Example • Caution: Avoid a Recipe for Disaster and Coach in the Moment to Build Empowerment • The Synergy That Comes From Empowerment • Empowerment Is the Twenty-First Century Method for Building • Entrepreneurial Thinking • The Importance of Hope and Trust • How Leaders Can Build Hope and Trust in the Organization • Reinforcing the Message of Empowerment to Your Leaders Chapter 16: Managing Knowledge While Learning Faster Than the Competition • ASTD—Your Answer to Better, Stronger Knowledge Management • Creating a World-Class Learning Environment • Managing Knowledge • The Importance of Training Leaders to Competencies • Recognize the Short Shelf Life of Knowledge • Focusing on Lifetime Learning, Not Lifetime Employment • Is Your Organization Ready to Become the Primary Educator of Its Workforce? • The Future of Learning • Holistic Leadership Development and Training Chapter 17: Vision and Purpose Build Confidence and Excitement in Leaders • Visualization Exercise • Vision Creates the Future • Five Steps Toward Facilitating a Leader’s Visioning Process • Inspiring a Shared Vision Among Leaders • Structuring a Vision Statement • Inspiring Vision • Vision and High Performance Go Together Chapter 18: Purpose, Passion, and Performance: The Three Ps • Zappos, an Internet Sales Leader • What Are Purpose and Passion? • How to Instill Passion and Purpose Into Every Team Within the Organization • How to Maintain Passion in the Workplace While Maintaining Maximum Performance Chapter 19: Measure What’s Important, What’s Getting Done, and Forget the Rest • Fear Motivation: Miss One Piece and You’re Fired! • Re-Evaluating Current Performance Measurement Tools • Measuring What Matters in the Real World: A Case Study Portfolio • Effective Measurement Tools and Techniques Develop Employee Success • The Art of Measurement Conclusion • Appendix A • Appendix B • Appendix C • References • Index