The Courageous Leader – How to Face Any Challenge and Lead Your Team to Success

<p>Foreword xi</p>
<p>Introduction xiii</p>
<p>Courage Is the Way</p>
<p>The Three Components of Courage: Diversity, Pain, and Choice</p>
<p>The Intention of the Author and This Book</p>
<p>1 The Business Case for Courage 1</p>
<p>The Fear of Discomfort and Pain</p>
<p>Pain Thresholds</p>
<p>Common Reactions to Tough Times</p>
<p>Uncommon Choices</p>
<p>The Big Temptation</p>
<p>Honoring the Courageous Leader in You</p>
<p>Assessing the Risks</p>
<p>2 The Courage to Get Unstuck 27</p>
<p>When Life Kicks You out of the Workplace</p>
<p>Stuck in a Paradigm</p>
<p>Pain During the Transition</p>
<p>Making Sense of Our Pain</p>
<p>3 The Courage to Take a Stand 45</p>
<p>So, What Exactly Are Values?</p>
<p>Actual and Aspirational Values</p>
<p>Why Values Matter in Leadership</p>
<p>Clarity on Values</p>
<p>Activating Our Values</p>
<p>4 The Courage to Be Humble 63</p>
<p>Arrogance in the Workplace</p>
<p>Intentions, Behaviors, and Arrogance</p>
<p>Arrogance Is the Birthplace of the Humbling Experience</p>
<p>Why Humility Matters</p>
<p>Minimize Self and Maximize Our Bigger Purpose</p>
<p>5 The Courage to Be Confident 83</p>
<p>Those People Complex</p>
<p>Confidence Comes from Self–Trust</p>
<p>Your Vote Counts, and You Get to Vote for You!</p>
<p>Confidence in the Workplace</p>
<p>Strategies and Tools for Building Confidence</p>
<p>6 The Courage to Delegate 105</p>
<p>Delegation Takes Too Much Time</p>
<p>I Feel Guilty Giving My Team More Work</p>
<p>I Love Doing It All or at Least Being the Superstar</p>
<p>I Am Afraid My People Won t Do It as Well as I Would</p>
<p>My Customer Wants Only Me</p>
<p>I Don t Have People to Delegate to</p>
<p>7 The Courage to Give and Receive Feedback 123</p>
<p>The Big Temptation and Courageous Feedback</p>
<p>The Feedback Trifecta Giving Feedback</p>
<p>The Feedback Trifecta Receiving Feedback</p>
<p>8 The Courage to Be in the Middle (and Not Be in the Middle) 147</p>
<p>Much Th at Seems Personal Is Not Personal at All</p>
<p>Be a Bottom When You Should</p>
<p>Middle Between Two Ends</p>
<p>Middle Space and Courage</p>
<p>9 Grow, Recover, Repeat 169</p>
<p>Recovery in the Workplace</p>
<p>Indications We Need Recovery</p>
<p>10 Big Dreams, Big Moves 181</p>
<p>Big Dreams</p>
<p>Big Moves</p>
<p>Expect Success</p>
<p>Plan for the Worst</p>
<p>Build Your Board of Directors</p>
<p>Recalibrating</p>
<p>Making Your Big Move</p>
<p>Acknowledgments 197</p>
<p>Epilogue 199</p>
<p>About the Author 201</p>
<p>Index 203</p>