Center for Creative Leadership: Ideas Into Action Guidebooks

Geared toward the practicing manager, this series contains proven, practical actions for carrying out a specific developmental task or solving a specific leadership problem.

If you are interested in borrowing a specific volume, please contact Diana Cornelison at dcorneli@wakehealth.edu or 3-4222. These will be loaned out for a 7-day period, which should be ample, given the concise nature of the booklets.


Active Listening: Improve Your Ability to Listen and Lead(2 copies):  Listening well is an essential component of good leadership. You can become a more effective listener and leader by learning the skills of active listening. More.

Adaptability: Responding Effectively to Change: In today's business world, the complexity and pace of change can be daunting. Adaptability is a necessary skill for leaders to develop in order to respond effectively to this change. More.

Becoming a More Versatile Learner: On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics - feeling, action, thinking, and accessing others - people typically employ only one or two, thus limiting their learning and eventually their performance. More.

Building an Authentic Leadership Image: Your image can be either an asset or a liability for you as a leader. More.

Building Resiliency: How to Thrive in Times of Change: It is sometimes hard to accept change - particularly when it is delivered as a hardship, disappointment, or rejection. But by developing resiliency managers can not only accept change, but learn, grow, and thrive in it. More.

Building Your Team's Morale, Pride, and Spirit: To build morale, pride, and spirit, a leader needs certain characteristics and skills. This book will help you determine your current level of readiness. More.

Changing Yourself and Your Reputation: This book offers help in making changes-and in getting people to notice them. More.

Communicating Across Cultures: If you are a manager anywhere in the world, you are almost certainly dealing with people of nationalities and cultures different from your own. More.

Communicating Your Vision: One part of your job as a leader is to create commitment to your organization's vision. In order to do this, you have to communicate the vision effectively. More.

Creating a Vision: To be an effective leader - at all levels - you need to pay attention to vision. More.

Critical Reflections: How Groups Can Learn from Success and Failure: When people work together over time, certain key events stand out as having the potential to teach lasting lessons for the future. More.

Developing Cultural Adaptability: How to Work Across Differences: Being able to communicate effectively across cultural differences, understanding how to negotiate complex social situations, and being familiar with the customs and norms of many cultures are important skills in organizations today. More.

Developing Your Intuition: A Guide to Reflective Practice: Leaders often have to make decisions without complete information, and those decisions need to be both right and timely. Using reflective techniques can help you learn to depend on your intuition for help in making good decisions quickly. More.

Do You Really Need a Team? Despite all of the attention and accolades that organizations place on teams, they are not always the most efficient way to meet a business challenge. It's expensive and time consuming to launch a team, and it's a full-time job to lead a team toward achieving organizational objectives. More.

Feedback That Works: How to Build and Deliver Your Message: Providing feedback to others about their performance is a key developmental experience. But not all feedback is effective in making the best use of that experience. More.

Finding Your Balance: Balance isn't an issue of time, but an issue of choice. It's about living your values by aligning your behavior with what you believe is really important. Aligning your behavior with your values is much like any other developmental experience; the basic process involves assessment, challenge, and support. More.

Giving Feedback to Subordinates: Providing specific information about performance is key to developing the people who report to you. More.

How to Form a Team: Five Keys to High Performance: You can head off most of the problems that beset teams during the formation stage by setting a clear direction, building organizational support, creating an empowering team design, identifying key relationships, and monitoring external factors. More.

How to Launch a Team: Start Right for Success: Getting your team off on the right foot is critical to its success. More.

Influence: Gaining Commitment, Getting Results (Second Edition): Influence is an essential component of leadership. Your position in an organization and the power it gives you aren't always enough to motivate people to do what you ask. More.

Keeping Your Career on Track: Twenty Success Strategies (4 copies): Managers who achieve significant professional goals do not often worry about career derailment. But complacency is not the same as continued success, which can usually be found among four leadership competencies: interpersonal relationships, team leadership, getting results, and adaptability. More.

Leadership Coaching: When It's Right and When You're Ready: As managers move higher in an organization, it can be more difficult for them to get accurate and unbiased input about their performance and leadership skills. More.

Leadership Networking: Connect, Collaborate, Create (2 copies): Leadership networking is not about collecting business cards or schmoozing. It's about building relationships and making alliances in service of others and in service of your organization's work and goals. More.

Leadership Wisdom: Discovering the Lessons of Experience: In a fast-paced global economy emphasizing innovation and productivity, leaders need to bring as much wisdom as possible to bear on their daily decisions. They often find themselves pulled between making decisions quickly and making them well. More.

Leading Dispersed Teams: Dispersed teams have members in different countries, cultures, and time zones. More.

Learning from Life: Turning Life's Lessons into Leadership Experience: If you were to ask managers and executives where they get the most influential and effective developmental training, the answer you're likely to get is "on the job." Too often, those same managers and executives discount what can be learned from experiences outside of work. More

Maintaining Team Performance: Between the time a team is launched and the time it delivers results, managers need to know that the team is on course. More.

Making Creativity Practical: Innovation That Gets Results: Creative solutions can be challenged and defended in the pursuit of profitability. But first, creativity must be demystified. More.

Managing Conflict with Direct Reports: Conflict with direct reports is one of the most difficult challenges facing managers today. But it's a challenge that successful leaders must learn to address. More.

Managing Conflict with Peers: A great many peer conflicts arise from incompatible goals or from different views on how a task should be accomplished. With honest dialogue these kinds of conflicts can usually be resolved. But other peer conflicts are more troublesome because they involve personal values, office politics and power, and emotional reactions. More.

Managing Conflict with Your Boss: As individuals, we can be creative and ambitious in both our personal and professional lives. But individual efforts can't always match the energy and productivity of a group. Cultures, societies, clubs, schools, and militaries arose out of our need to band together for mutual support. Organizations were created to deal more effectively with the environment - both the natural world and the world of work. More.

Managing Leadership Stress: Everyone experiences stress, and leaders face the additional stress brought about by the unique demands of leadership: having to make decisions with limited information, to manage conflict, to do more with less . . . and faster! The consequences of stress can include health problems and deteriorating relationships. Knowing what signs of stress to look for and having a strategy for increasing your resources will help you manage leadership stress and be more effective over a long career. More.

Ongoing Feedback: How to Get It, How to Use It: Formal feedback experiences and career transitions both involve acquiring new skills and honing current ones. Critical to this is measuring progress. This guidebook provides a proven technique on how to get and use the feedback that will help. Tips on how to evaluate the feedback and what to do if the decision is made not to use it are also provided. More.

Preparing for Development: Making the Most of Formal Leadership Programs: If you are scheduled to participate in a leadership development program, or if you're considering such a program, you can substantially increase the benefits to yourself and to your organization by preparing for the development experience. More.

Raising Sensitive Issues in a Team: Have you ever wondered how to deal with a sensitive issue within your team? For example, how do you raise the issue that the women rarely get listened to? More.

Reaching Your Development Goals: After a formal feedback experience individuals are often enthusiastic about pursuing their development goals but then hesitate because they do not know where to begin. More.

Responses to Change: Helping People Manage Transition: The ongoing state of many organizations is one of change. People who experience major change tend to exhibit one of four patterns of response: entrenched, overwhelmed, poser, or learner. The people in each group need different kinds of help in order to make the transition. More.

Return on Experience: Learning Leadership at Work: Leadership is best learned from experience, but learning from experience is not always automatic. More.

Selling Your Ideas to Your Organization: If you've got an idea you want to sell, you need to do two things: scan your environment and use effective tactics. More.

Selling Yourself without Selling Out: A Leader's Guide to Ethical Self-Promotion (3 copies): Even high-performing individuals and groups can be overlooked and underestimated. The antidote is self-promotion-the act of generating personal visibility in service of your work and career.  More.

Setting Priorities: Personal Values, Organizational Results: Successful leaders get results. To get results, you need to set priorities. More.

Setting Your Development Goals: Start with Your Values: This guidebook is about changing the way you think about setting goals. More.

Seven Keys to Successful Mentoring: Both mentors and mentees realize many benefits from mentoring, as do organizations that encourage, structure, and support mentoring. Effective mentors develop the leadership capacity of their mentees while increasing their own skills. More.

Social Identity: Knowing Yourself, Leading Others: The context of leadership has changed. Traditionally, leaders worked in organizations in which people largely shared a common culture and set of values. Today, leaders must bring together groups of people with very different histories, perspectives, values, and cultures. More.

Talent Conversations: What They Are, Why They're Crucial, and How To Do Them Right: Individual leaders can have a significant amount of influence over the development of organizational talent. More.

Three Keys to Development: Defining and Meeting Your Leadership Challenges: During times of personal and professional growth, you feel as if your learning and development were accelerated. More

Tracking Your Development: Tracking your development can be captured in a few steps: articulating your goal, creating an action plan, gathering information about your behavior, identifying barriers and support, and revising your action plan. More.

Using Your Executive Coach: Managers who are considering a developmental plan that calls for an executive coach need more than a desire to improve their leadership capabilities. They also need to understand how to get the most from their work with a professional coach. More.

Quick Reference

OWIMS

336-713-4220

owims@wakehealth.edu

Hours
9 am-4:30 pm
"Like" us on Facebook.
Find A Doctor Ways to Give
Last Updated: 03-19-2014
USNWR 2013-2014Magnet Hospital RecognitionConsumer Choice2014 Best DoctorsJoint Commission Report

Disclaimer: The information on this website is for general informational purposes only and SHOULD NOT be relied upon as a substitute for sound professional medical advice, evaluation or care from your physician or other qualified health care provider.