Introduction

• Definition of leadership
• Leadership
  • Leadership and effectiveness
  • Leadership qualities
  • Leadership functions

Characteristics

• Introduction
  • Identifying the leader
  • Trust
  • Integrity
  • Respect
  • Foresight
  • Mutual attraction
  • Relationships
  • Support
  • Empowerment
  • Credibility
  • Winner mentality
  • Leadership expansion
• Influence
  • Introduction
  • Position
  • Leadership styles for learning
  • Who?
  • How?
  • Personal traits
  • Selling
• Confidence
  • Introduction
  • Development part 1
  • Development part 2
• Personality traits
  • Personality - general
  • Personality - action
  • Myers Briggs Type Indicator
  • Myers Briggs Type Indicator uses
  • FIRO B
  • OPQ
  • Pathology
  • Style spider
  • Style spider - choices
  • Leadership styles - adverse behaviour
• Motivation
  • Introduction
  • Douglas McGregor X and Y theory
  • Abraham Maslow
  • Frederick Herzberg
  • Key problems
  • People part 1
  • People part 2
• Be positive
  • Issues and action
  • Be clever
  • When in trouble
  • Project management
  • Change management
  • Communication
  • Self discipline
  • Change
  • Attitude

Strategy

• Long term
  • Long term investment
  • Direction and vision
  • Communication
• Strategy
  • Introduction
  • Selecting
  • Recording
  • Developing
  • The schedule plan
  • Overview
  • Part of leadership
• The vision
  • Introduction
  • Preparing
  • Personalities
  • General
  • Practicality
  • Stakeholders
• Change
  • Progress
  • Problems of change
  • Freeze to freedom

Personal development

• Introduction
  • Proactivity
  • Proactive behaviour
  • Personal direction
  • Personal direction - generating ideas
  • Skill development
  • Delegation
  • Values
• Time management
  • Prioritise
  • Prioritise - basics
  • Timing
• Problem solving
  • SWOT analysis
  • Forces
  • The problem
  • Insight
  • Insight development
  • Problem solving basics part 1
  • Problem solving basics part 2
• The three C's
  • Introduction
  • Action focus part 1
  • Action focus part 2
• The emerging leader
  • Emerging leaders
  • The boss
• Training
  • Introduction
  • Selection
  • Opportunity
  • Follow the leader
  • Follow the leader - adverse behaviour
  • Chess the middle game
  • Standards

General

• Communication
  • Open questions
  • Meetings
  • Agenda
• At the top
  • Letting go
  • Continuity
  • Top of the ladder
  • Loneliness at the top part 1
  • Loneliness at the top part 2
  • The Top team
• Structure
• Life transitions
• Balance
• Open questions
• Business
  • CEO
  • Chairman
  • Mergers and acquisitions
• Leaders and managers

Forces

Forces for

This is similar in approach to the SWOT analysis and represents the identification of Strengths.
Having got your list of ‘positive forces’ that will help drive you to your vision you want to do two key things.

• Maintain them
• Improve them

In these two areas you need ideas and the Brain Storm is an excellent means of generating and assessing ideas.
You may consider.

• Recruiting particular skill sets
• Training programmes
• Making sure that other resources are in place

Improvement could include identifying secondary actions that will have a positive knock-on effect on your strengths.

Forces against

Once again get your list which could be derived from Threats of a SWOT analysis.
Don’t forget that a force against could be the failure to grasp opportunities that may present themselves.
As above, consider ways to.

• Eliminate these threats.
• Minimise them.
• Keep them in check.

Other considerations

There will be many internal items to consider but some of the severest impacts come from external concerns that may be easy to forget about.

• Market issues including competitor position.
• Technology advancements.
• The political scene.
• Environmental issues.
• Culture, language and geography.

All of these should be considered both now and in the future.

The way people think

The way people consider an idea and how it is presented will vary depending on the person.
In broad terms there are the ‘left brain’ thinkers who are characterised by their logical and ordered approach and ‘right brain’ thinkers who are naturally more creative and respond to colour and shape and other visual cues.
The former are monochronic (convergent) thinkers and the latter are polychronic (divergent) thinkers.
These are covered in more detail in ‘The Complete Time management package’.

Decision point

There is little point in carrying out analysis of this type if you don’t do anything positive with the results.
Any project requires ‘decision points.

These can be at strategic milestones, or at lower level areas.
The decision should be.

• Go – carry on with the project. This may be with a parallel request for the accumulation of additional information.
• Stop – at worst the project could be terminated. It could be a temporary halt while existing data is better assessed.
• May be – extra data is required and needs assessing before a final decision can be made.