In order to be an effective leader, you need to be able to gain power within the group structure. But not just any power will do. You need to invite collaborative power from the senior leaders above you, you need to attract that collaborative power from everyone that follows you, and you need to cultivate power from the larger landscape.

What's different in my approach, as being not only a leadership expert but a leadership training expert is I give my students the exact step-by-step process of what they need to do leaving nothing up for interpretation and making sure (what is a very complicated process) is now broken down into

A) very easily understood and

B) very easy to implement actions called Starting Now actions.

With a five-step Starting Now process I teach leaders how to develop a mentoring and supportive relationship with their immediate senior supervisor.

With a 10-step Starting Now process I teach the same leaders how to support their followers to create super effective mission-centered outcomes resulting in significantly less direct supervision over time.

The results:

Immediately using the Starting Now actions in Chapter 2 and in the sequence as laid out in chapter 1, these are the trends you will be setting in place that will mature over time:

Examples of negative human behaviors drop
Fear-caused behaviors drop
Quality and quantity of communication increases
Mission statement moves to center stage
Respect and dignity become preferred behaviors
Professional relationships dominate
Clear and achievable performance expectations abound
Leadership provides a support role without giving up power
Problem-solving becomes a team sport
Productivity and smart work rules over mediocrity
Group members become involved in creating outcomes
Inappropriate, toxic behaviors are trounced
Group members accept more responsibility over time
Ability to deal with adversity increases
Ideas for improvement are a constant conversation
Team members become very good at what they do
Leaders grow to very high levels of effectiveness
Group members have the confidence to make decisions and know when to include their supervisor
Continuous improvement strategy becomes an organic function
The need for direct supervision continuously dries up
Leaders learn to check their ego at the door

After Chapters 1 and 2 are implemented you can read the rest of the book. Once Chapters 3 through 7 are fully implemented along with the expertise and knowledge base you have gained, these are the results you will gain over time as the group matures:

Identifying a list of behaviors to stop using if you want more group collaboration
Implementing a list of behaviors to start using if you want more group collaboration
Smartly addressing and eliminating the causes of fear generated in the work environment
Reducing the complexity of the policies, procedures, and how-to of day-to-day operations
Training every group member to expert levels in collaboration and technical competency
Reducing expensive direct supervision time by providing more autonomy
Creating clearly understood objectives that are directly supported by that person's training
Ensuring smooth productivity by removing roadblocks, adjusting workloads, and setting reasonable deadlines with clear expectations as part of every delegated task
Having leaders conscientiously train, mentor, and guide the success behaviors of their direct reports

Acerca del autor

Bob Donaldson is a change management expert. He crafts change efforts by applying unique approaches to leadership and developing collaboration in group environments. He helps group performance using a sophisticated Dos and Don'ts list of human behaviors that ultimately become performance measurements. Over time the group moves closer to mission success while simultaneously improving job satisfaction for the entire group, one person at a time.Lowering fear in the culture, prioritizing a training ethos, building specific skills associated with solving problems and best behaviors used for increasing productivity, recognizing a positive change to enhance the ability to repeat success, integrating an organic continuous improvement paradigm while holding the individual and the group accountable to collaborative outcomes guides the group to ever-increasing levels of performance.Combined, as the group performance significantly increases the direct supervision burden on the leader drops heavily allowing leaders to manage less and lead more. Future growth is then accelerated by the group members in perpetuity as long as the cultural tenets are held in place. With repeated application of these collaborative behaviors, the group becomes a high-performing human enterprise.

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