Leadership Attitude Academy Chapter Summaries

Chapter 1 - Why Leadership?

Leadership is the difference between a company that survives and a company that
thrives. Leaders are the inspiration for their teams and the glue that holds your
company together.

Chapter 2 - Transitioning to a Leader

It is possible to hold a leadership role without being a real leader. It’s equally possible
to be a real leader without formally occupying a leadership role.

Chapter 3 - Values, Beliefs and Vision

It’s your values, beliefs and your vision that makes you the person you are. Those
same things form part of your leadership attitude and behaviour.

Chapter 4 - Appreciating Your Strengths

Human nature makes us focus on our weaknesses rather than our strengths. We
spend a lot of time working on improving in those areas, which is great if you have
the time available. Most of us don’t.

Chapter 5 - Building Your Awareness

The best leaders are comfortable with both ‘hard’ and ‘soft’ leadership skills. Soft
skills are vital in leadership because they are your people skills; the skills that open
communication lines, build trust and ultimately bring out the best in your team
members. Developing soft skills begins by becoming self-aware.

Chapter 6 - The Motivated Leader

The motivated leader is an inspiration, silently compelling team members to follow. It
is one who understands the passions that move them to action every day, no matter
how challenging work may be.

Chapter 7 - Building Your Tribe

The problem with becoming a leader is that many of us have been taught that
leadership is a solo journey. It’s not. True leaders use the talents and support of the
people around them to get the job done.

Chapter 8 - Balancing Your Life

As leader, it’s very easy to allow work to dominate your life to the exclusions of
everything else. When you lose touch with your friends and family, and when you
have no time to relax, stress begins to control you.

Chapter 9 - Developing and Aligning Your Team

Famous business man Andrew Carnegie said, “No man will make a great leader
who wants to do it all himself or get all the credit for doing it.”

Chapter 10 - Communicating as Great leader

We communicate with each other every day as a matter of necessity, but how well
do you communicate when it really matters? Great leaders polish their
communication skills far beyond active listening and concise speech.

Chapter 11 - Empowering Others to Change

While many leadership programs concentrate on empowering the leader, they
forget that true leaders are those who empower others. Great leaders help others to
discover their talents and use them.

Chapter 12 - The Leader as a Change Agent

Some leaders introduce and drive change, but that’s hard work because what they
are really doing is pushing change onto their teams. True leaders use their influence
to help their teams recognise the need for change, and involve them in the whole
change process.

Chapter 13 - The Leader as a Coach and Mentor

No longer can leaders follow the old-fashioned model of leadership, and simply tell
people what to do. Leadership is a human interaction.

Chapter 14 - Leadership Models and Frameworks

When we talk about leadership models, we are referring to a set of different skills
and approaches to leadership that leaders call on depending on the situation they
are in. No true leader uses one style of leadership all the time.

Chapter 15 - Neuroscience of Leadership

Good leaders understand how the brain works. They have learnt what drives them
and what influences their thoughts and actions.

Chapter 16 - Leadership Tools

Leadership is an evolving process. Accepting the role of leader means focusing on
continually improving your skills to help you cope with the changing needs of your
workplace and your team.

Chapter 17 - Personal Action Plans

Personal development doesn’t finish at the end of this program. True leaders know
what they want to achieve with their personal and professional development and
have a plan to take them there.