The Busy Leader's Handbook: How to Lead People and Places That Thrive

  • 8h 4m 38s
  • Quint Studer
  • Gildan Media
  • 2019

Being a great leader means getting the fundamentals right. It also means consistently doing the "little things" that make a positive difference in the lives of employees, customers, and other stakeholders. The Busy Leader's Handbook: How to Lead People and Places That Thrive is a practical, easy-to-use book filled with gentle reminders of what we should be doing every day - especially when work is at its most intense.

This audio handbook is packed with proven best practices, tools, tips, and tactics for engaging employees, revitalizing cultures, delighting customers, and building high-performance companies. Short, succinct, and accessible, each chapter is stand-alone, offering helpful advice for meeting common business challenges. Plus, the strategies, approaches, and tactics are designed to be put into action immediately.

In this Audiobook

  • Chapter 1 - Strive to Be Self-Aware and Coachable
  • Chapter 2 - Invite Feedback from Others and Don't Take it Personally; Instead, Take Ownership
  • Chapter 3 - To Be a Good Leader, First Learn to Be a Good Follower
  • Chapter 4 - Quiet the Ego and Lead with Humility
  • Chapter 5 - Let Values Be Your Guide
  • Chapter 6 - Be a Good Communicator
  • Chapter 7 - Know How to Get Things Done: Hit the Brakes on the Ideas; Hit the Gas on the Execution
  • Chapter 8 - Get Intentional about Time Management
  • Chapter 9 - Grace under Fire: How to Manage Yourself During Stressful, Busy Times
  • Chapter 10 - Change the Way You Think about Change
  • Chapter 11 - Embracing Discomfort: Why Allowing Yourself to Be Unsettled Makes You a Better Leader
  • Chapter 12 - Clarity Counts: How and Why Leaders Should Give Clear Guidance on Rules
  • Chapter 13 - Face Conflict Head-on: Why Conflict Resolution is the Ultimate Business Skill
  • Chapter 14 - Reaching Resolution: How to Have Tough Conversations without Damaging Relationships
  • Chapter 15 - Drill Down on Generalizations
  • Chapter 16 - Creating a Positive Workplace Culture
  • Chapter 17 - The Secret to Strong Relationships: Manage the Emotional Bank Account
  • Chapter 18 - Positive Recognition Changes Everything: The Art of Rewarding, Recognizing, and Saying Thank You
  • Chapter 19 - Meaning, Purpose, and Engagement: How Great Leaders Effectively Connect All Three
  • Chapter 20 - Help Employees Understand the Meaning of Their Work
  • Chapter 21 - Psychological Safety: Making it Comfortable for People to Tell the Truth and Take Risks
  • Chapter 22 - Know What the What is for Others (And Communicate Your Own What)
  • Chapter 23 - Don't Resort to We/Theyism; Don't Let Others Practice it, Either
  • Chapter 24 - Create a Culture of Ownership Inside Your Company
  • Chapter 25 - Mentors Matter: Here's How to Be One and How to Work with One
  • Chapter 26 - Reducing Workplace Drama: How it Harms Your Company and How to Shut it Down
  • Chapter 27 - Make an Effort to Become a Millennial-Friendly Leader
  • Chapter 28 - Be a Positive Ambassador for Your Organization—and Teach Others to Do the Same
  • Chapter 29 - The Case for Structure: Why Companies Should Hardwire Processes, Practices, and Other Foundational Building Blocks
  • Chapter 30 - Define and Live Your Mission, Vision, and Values
  • Chapter 31 - Set Big, Bold, Clear Goals and Communicate Them to All Employees
  • Chapter 32 - Put “Official” (Written) Standards of Behavior in Place
  • Chapter 33 - The Power of Metrics: How Measuring the Important Things Helps Us Be the Best We Can Be
  • Chapter 34 - The Middle Manager Impact: Why a Strong Leader Development System is Crucial
  • Chapter 35 - Hiring the Right People: Creative Ways to Recruit and Hire
  • Chapter 36 - Retention: The First 90 Days and Beyond
  • Chapter 37 - Create a Training and Development System That Motivates Employees to Learn
  • Chapter 38 - Performance Reviews That Make a Difference
  • Chapter 39 - Customer Satisfaction Starts with Employee Engagement: Have a Process to Regularly Measure Both
  • Chapter 40 - Put a Well-Run Meeting System in Place: Why a Large-Group/Small-Group Approach Often Works Best
  • Chapter 41 - Focus on What Right Looks Like: How to Collect and Move Best Practices


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