Leading Leaders : How to Manage Smart, Talented, Rich, and Powerful People

The most valuable people in and around an organisation are often the most difficult to manage. They are the "elite" - executives, highly educated professionals, investors, board members, experts in critical functions and others - whose special talents or positions give them unusual power and independence from those who seek to lead them. "Leading Leaders" shows the reader how to develop one-on-one, up-close-and-personal relationships with these movers and shakers and how to leverage their expertise for better decision making. Whether You Were Born A Leader Or Have Had Leadership Thrust Upon You, You're In For A Whole New Set Of Challenges When Managing Other Leaders. Leading Leaders Breaks The Challenge Down Into The Seven Daily Tasks Of Leadership, And Shows You How To Carry Out Each Task When You Have To Manage Other Leaders.--jacket. Leaders As Followers -- Leading Without Authority -- Leaders As A Different Breed Of Cat -- Leading Leaders Against Iraq French-fried Leadership -- A Contrast In Leadership -- Conclusion : Lessons For Leading Leaders -- Leading One-on-one -- Defining Leadership -- Leadership As Relationship -- Communication As The Key To Leadership Relationships -- Leadership Up Close And Personal -- Interest-based Leadership -- Choosing The Right Leadership Medium -- The Building Blocks Of Leadership Relationships -- Conclusion : Rules For Building Relationships -- The Art Of Strategic Leadership Conversation -- The Game Of Strategic Conversation -- The Case Of Hans Brandt -- Seven Principles For Strategic Leadership Conversations -- Conclusion : Rules For Conducting Strategic Conversations -- The Seven Daily Tasks Of Leadership -- What Followers Expect And Need -- The Multitasking Leader -- Conclusion : Leadership's Seven Daily Tasks -- Task No. 1: Direction -- Negotiating The Vision --^ Determining The Direction, The Way, The Vision -- Visionary Prophet Or Visionary Diplomat? -- Securing Commitment To The Direction -- Overseeing Direction -- Negotiating A Vision For Goldman Sachs -- Basic Principles For Negotiating A Direction -- Conclusion : Rules For Achieving The Task Of Direction -- Task No. 2: Integration -- Making Stars A Team -- The Follower's Dilemma -- Barriers To Integration -- Conclusion : Rules For Achieving Integration -- Task No. 3: Mediation -- Settling Leadership Conflicts -- Leaders As Mediators -- Robyn Vs. Luis -- The First Step : Understand Interests -- Your Role As Leader-mediator -- Process -- Communications -- Substance -- Mediation Power Tools -- Conclusion : Rules For Mediation -- Task No. 4: Education -- Teaching The Educated -- Leaders As Managers Of The Learning Process -- Diagnosing The Learning Problem -- Know Your Students, But Don't Treat Them Like Students -- Use The Existing Frameworks And Terminology -- One-on-one Education --^ Advise And Consent, Not Command And Control -- Framing The Problem -- Never Give A Solo Performance -- Conclusion : Rules For Educating The Educated -- Task No. 5: Motivation -- Moving Other Leaders -- The Nature Of Motivation -- Interest-based Motivation -- Motivating The Person Who Has Everything -- One Size Does Not Fit All -- Motivation, Not Manipulation -- Convincing Conviction -- Looking Ahead And Feeding Back -- Conclusion : Rules For Motivation -- Task No. 6: Representation -- Leading Outside The Organization -- The Demands Of Representation -- The Functions Of Leadership Representation -- A Tale Of Two Photos -- Choosing Your Shots -- The Leader's Mandate -- A User's Guide To Representation -- The Loyal Leader -- Interest-based Representation -- Conclusion : Rules For Leadership Representation -- Task No. 7: Trust Creation -- Capitalizing Your Leadership -- Trust Me -- What Is Trust And Why Is It Important? -- Raising Trust Capital -- Openness -- Trust By Increments --^ Obstacles To Trust -- Conclusion : Rules Of Trust. Jeswald W. Salacuse. Includes Bibliographical References (p. 209-210) And Index. Expert Help for the Special Challenges of Managing Other Leaders Whether you were born a leader or have had leadership thrust upon you, you're in for a whole new set of challenges when managing other leaders. Think of the qualities that have brought you to a leadership role: your vision, confidence, and charisma, or perhaps your experience, unique skills, expertise, or network of powerful allies. Now remind yourself that other leaders share some or all of these qualities with you. The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don't manage relationships carefully. In any case, they are people with significant resources -- and strong opinions. How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership , and shows you how to carry out each task when you have to manage other leaders. The seven tasks and the special challenges they entail in leading leaders are: 1. Direction How do you negotiate a vision for the organization that other leaders will buy into? 2. Integration How do you make stars a team? 3. Mediation How do you resolve conflicts over turf and power among other leaders so the organization can move forward? 4. Education How do you educate people who think they are already educated? 5. Motivation How do you move other leaders who already seem "to have everything" to do the right thing for the organization? 6. Representation How do you lead your organization's outside constituents while still leading leaders inside? 7. Trust Creation How do you gain and keep other leaders' trust, the vital capital that your own leadership depends on? Drawing on the author's own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised? Leading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders. The leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources — and strong opinions. The seven tasks and the special challenges they entail in Leading Leaders are: Direction - How do you negotiate a vision for the organization that other leaders will buy into? Integration - How do you make stars a team? Mediation - How do you resolve conflicts over turf and power among other leaders so the organization can move forward? Education - How do you educate people who think they are already educated? Motivation - How do you move other leaders who already seem “to have everything” to do the right thing for the organization? Representation - How do you lead your organization’s outside constituents while still leading leaders inside? Trust Creation - How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on? Drawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders. The most valuable people in and around an organization are often the most difficult to manage. They are the "elites" -- executives, highly educated professionals, investors, board members, experts in critical functions, and others -- whose special talents or positions give them unusual power and independence from those who seek to lead them. These influential individuals are not motivated by visionary speeches, by teambuilding sessions, or by a need to prove themselves (or keep their jobs). They are important assets to the company -- but only when their strengths can be harnessed and aligned with organizational goals. Leading Leaders shows the reader how to develop one-on-one, up-close-and-personal relationships with these movers and shakers, and how to leverage their expertise for better decision making. Rather than top-down processes that might apply in a typical leadership hierarchy, the book establishes processes that resonate with these very special "followers," including negotiation, strategic planning, brainstorming, and more. UNLESS YOU ARE a total megalomaniac, you recognize, readily or grudgingly, that many of the people you are supposed to lead are smarter, more talented, richer, or more powerful than you are.