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| Preface | |
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| Leaders as Followers | |
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| Leading Without Authority | |
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| Leaders as a Different Breed of Cat | |
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| Leading Leaders against Iraq | |
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| French-Fried Leadership | |
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| A Contrast in Leadership | |
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| Conclusion: Lessons for Leading Leaders | |
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| Leading One-on-One | |
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| Defining Leadership | |
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| Leadership as Relationship | |
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| Communication as the Key to Leadership Relationships | |
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| Leadership up Close and Personal | |
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| Interest-Based Leadership | |
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| Choosing the Right Leadership Medium | |
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| The Building Blocks of Leadership Relationships | |
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| Conclusion: Rules for Building Relationships | |
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| The Art of Strategic Leadership Conversation | |
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| The Game of Strategic Conversation | |
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| The Case of Hans Brandt | |
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| Seven Principles of Strategic Leadership Conversations | |
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| Conclusion: Rules for Conducting Strategic Conversations | |
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| The Seven Daily Tasks of Leadership | |
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| What Followers Expect and Need | |
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| The Multitasking Leader | |
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| Conclusion: Leadership's Seven Daily Tasks | |
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| Task No. 1: Direction-Negotiating the Vision | |
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| Determining the Direction, the Way, the Vision | |
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| Visionary Prophet or Visionary Diplomat? | |
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| Securing Commitment to the Direction | |
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| Overseeing Direction | |
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| Negotiating a Vision for Goldman Sachs | |
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| Basic Principles for Negotiating a Direction | |
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| Conclusion: Rules for Achieving the Task of Direction | |
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| Task No. 2: Integration-Making Stars a Team | |
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| The Follower's Dilemma | |
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| Barriers to Integration | |
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| Removing the Barriers to Integration | |
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| Conclusion: Rules for Achieving Integration | |
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| Task No. 3: Mediation-Settling Leadership Conflicts | |
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| Leaders as Mediators | |
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| Robyn vs. Luis | |
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| The First Step: Understand Interests | |
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| Your Role as Leader-Mediator | |
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| Process | |
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| Communications | |
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| Substance | |
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| Mediation Power Tools | |
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| Conclusion: Rules for Mediation | |
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| Task No. 4: Education-Teaching the Educated | |
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| Leaders as Managers of the Learning Process | |
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| Diagnosing the Learning Problem | |
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| Know Your Students, but Don't Treat Them Like Students | |
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| Use the Existing Frameworks and Terminology | |
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| One-on-One Education | |
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| Advice and Consent, Not Command and Control | |
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| Framing the Problem | |
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| Never Give a Solo Performance | |
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| Conclusion: Rules for Educating the Educated | |
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| Task No. 5: Motivation-Moving Other Leaders | |
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| The Nature of Motivation | |
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| Interest-Based Motivation | |
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| Motivating the Person Who Has Everything | |
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| One Size Does Not Fit All | |
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| Motivation, Not Manipulation | |
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| Convincing Conviction | |
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| Looking Ahead and Feeding Back | |
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| Conclusion: Rules for Motivation | |
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| Task No. 6: Representation-Leading Outside the Organization | |
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| The Demands of Representation | |
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| The Functions of Leadership Representation | |
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| A Tale of Two Photos | |
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| Choosing Your Shots | |
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| The Leader's Mandate | |
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| A User's Guide to Representation | |
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| The Loyal Leader | |
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| Interest-Based Representation | |
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| Conclusion: Rules for Leadership Representation | |
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| Task No. 7: Trust Creation-Capitalizing Your Leadership | |
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| Trust Me | |
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| What Is Trust and Why Is It Important? | |
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| Raising Trust Capital | |
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| Openness | |
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| Trust by Increments | |
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| Obstacles to Trust | |
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| Conclusion: Rules of Trust | |
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| Further Reading on Leadership | |
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| Index | |
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| About the Author | |