Leadership 2.0: Leading Successful Teams, Businesses, Communications and Decisions Based On Neuroscience, Social Psychology and Leadership Principles

By Peter Allen

"A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to others."  ~ Douglas MacArthur

 

In leadership, you need to be able to play to your strengths and look towards overcoming your limitations. The first and most important step is identifying and understanding your leadership style. Without this self analysis, it's impossible to know what your strengths and limitations are. 

 

Think about it….Where do you want to be a year from now? 

• Do you want to be recognized as a leader that is on top of their game? 
• Or do you want to be left where you are now—still struggling? 

Are you ready to face defeat or are you ready to become the best leader you can truly be?

There's not a moment to waste, it's time to take your leadership style to the next level! 

 

Leadership skills are essential for everyone, and the great news is that they can be learned, meaning that there's no excuse for poor leadership. Working with science is a way to identify and cultivate crucial leadership qualities and strengths. 

 

This book will provide you with concise, powerful, no-nonsense advice. The information is based on experience and research ranging from neuroscience, to social psychology, and is backed up by statistical data and analysis.

 

In Leadership 2.0, you have each of these key characteristics and skills neatly laid out over each of the nine chapters.

 

It's not just for all the leaders out there, it's also for supervisors, team leaders, managers, coaches, teachers, entrepreneurs, and employees—in short, this book is for anyone who would like to learn to strengthen their professional and interpersonal relationships.

 

In this book you will discover:

• Leadership, Management Techniques & Communication Skills (based on research from neuroscience to social psychology)
• What You Need to Become A Leader & What People Look for In A Leader
• Become A Leader People Like (without treating it as a popularity contest)
• The Top 5 Communication Secrets Of Great Leaders 
• How to Motivate & Inspire Your People During Difficult Times
• How Elon Musk Got SpaceX Off The Ground (and onto Mars) - despite facing bankruptcy and ridicule by those within his own organization
• Using Data and Statics To Measure The Impact of Leadership Styles
• The Art of Connecting with Others & Delegating Work Effectively 
• Six Ways Highly Effective Leaders Deal With Change
• Authoritarian Leadership and why it leads to toxicity ( learn from the failures of Julius Caesar, Adolf Hitler and more)
• Insights From The Great Leadership Experts (Napoleon Hill, Dale Carnegie, Jack Welch, and more) 

And much, much more…

 

This book is a must-read for all leaders, no matter the industry or leadership situation you find yourself in. Even as a parent, you will benefit from the information on these pages. 

 

The choice now lies in your hands. I look forward to having you join me, Peter Allen, author and business leader, on this life-altering leadership journey!

 

Become the very best version of yourself and the type of leader that others would want to follow.

 

Reach for your dreams with Leadership 2.0.

 

• Language: English
• Publisher: Peter Allen
• Release date: Dec 17, 2020
• ISBN: 9781393062394

Book preview

Leadership 2.0

Leading Successful Teams, Businesses, Communications and Decisions Based on Neuroscience, Social Psychology and Leadership Principles

Peter Allen

© Copyright 2020 - All rights reserved.

The content contained within this book may not be reproduced, duplicated or transmitted without direct written permission from the author or the publisher.

Under no circumstances will any blame or legal responsibility be held against the publisher, or author, for any damages, reparation, or monetary loss due to the information contained within this book, either directly or indirectly.

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Please note the information contained within this document is for educational and entertainment purposes only. All effort has been executed to present accurate, up to date, reliable, complete information. No warranties of any kind are declared or implied. Readers acknowledge that the author is not engaged in the rendering of legal, financial, medical or professional advice. The content within this book has been derived from various sources. Please consult a licensed professional before attempting any techniques outlined in this book.

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Table of Contents

Introduction

Chapter 1: Leadership Model Unpacked

The Model

What is Leadership?

What You Need to Become A Leader

How to Approach Leadership

Participatory Leadership

Servant Leadership

Situational Leadership

Transformational Leadership

Value-based Leadership

Can You Learn to Be a Good Leader?

Chapter 2: Leadership Defined

Characteristics of Leaders

The Art of Delegation

Communicate Effectively

Stand Up For Your Team

Understanding Others

Being Grateful

Influence versus Control

Honesty and Integrity

Increased Learning Agility

Admiration and Respect

Self-awareness

Chapter 3: Leading Yourself

Set the Example

Learn from Experience

Expertise

Leading Is Doing

Chapter 4: Leadership Toughness

Mental Toughness

When Leaders Are at Their Best

Are Your Team Members Thriving or Stagnating?

Chapter 5: Extraordinary Leadership

Making Extraordinary Things Happen

Allow Others to Lead

Ask Critical Questions

Focus on Diversity and Overcoming Bias

Lead by Example

Play to The Strengths of Your Team

Reignite Your Own Leadership Flame

The Practices of Excellent Leadership

Jeff Bezos, Founder, and CEO of Amazon

Chapter 6: Leadership Qualities / Values

Leadership Studies

Accountability

Providing Encouragement

Recognition and Reward

On-the-job-Coaching/Training

Honesty/Integrity

Credibility

Motivation

Serving

Awareness

Empathy

Creativity

Thoroughness

Taking Risks

Improving

Innovation

Chapter 7: Leadership Skills

Leaders: Born or Made?

What People Look for In A Leader

Being Effective at Problem-solving

Creating an Environment That Doesn’t Judge Failure

Providing Mentorship and Training

Remaining Consistent

Work to Become A Leader People Like

Team Building

Team Assessment

Motivate Your Team

Empower Your Team

Provide Job-Specific Training

Lead Teams

Encourage Loyalty

Retention Strategies

Vision

Chapter 8: Leadership Dysfunctions

Abusive Leadership

Advantages of Abusive Leadership

Authoritarian Leadership

Disadvantages of Authoritarian Leadership

Machiavellian Leadership

Narcissistic Leadership

Unpredictable Leadership

Management Skills

Decision-making in Leadership

Lean Management

Problem Solving

Process Improvement

Crisis Handling and Conflict Resolution

Identify Good & Bad Conflicts

Consider All Sides

Chapter 9: Leadership Communication

Communicate Effectively

Optimize Your Communication

Finding Common Ground

Keeping Your Communication Simple

Capturing People’s Interest

Inspiring People Through Communication

Staying Authentic in All Your Relationships

Improve Your Communication Skills

Conclusion

References

Introduction

Leadership is simply causing other people to do what the leaders want. Good leadership, whether formal or informal, is helping other people rise to their full potential while accomplishing the mission and goals of the organization. All members of an organization, who are responsible for the work of others, have the potential to be good leaders if properly developed.

~ Bob Mason

Imagine a large, multinational corporation has just hired you as their new sales and marketing director in their international sales division. Global sales have been on a downward trend for several months, and you’ve been given what seems to be the impossible task of pulling an entire division back on track. You’ve hardly been given any information on your predecessor, your team, or your peers within the organization. All you know for sure is that there’s a six-month window for you to prove yourself and implement positive change within the division. While six months sounds like enough time, you know you’ll have to pull out all the stops if there’s any hope of making it work.

Just then, the first signs of doubt and despair enter your mind. How are you going to succeed in turning an entire division around when you’re not even sure what different types of personalities with which you’re going to be working? You've already heard some water cooler gossip that staff is placing side bets on how long you’re likely to last before you crack. Proving them wrong will be oh-so sweet, but how do you assume leadership of an entire department that’s used to being crisis-managed?

Your brilliant track record in your previous company landed you this opportunity, but there, you were surrounded by friends and allies. You’d built solid relationships with your team and executive management. Questions begin swirling in your mind; Do you really have what it takes to lead them through this challenging period and onto bigger and better things? Will you be able to earn their trust and respect as a leader as quickly as possible? Can you shift the entire teams’ focus onto areas of the business that are currently failing? Can you begin building a division all over again when you have no idea of what you’re working with? It’s more than just being able to identify the personality types and characteristics; it’s a question of building trust, and doing it very quickly.

You can already feel the pressure of eyes watching every move you make from all sides. Your team isn’t sure whether they can trust you or not, and those to whom you report have much higher expectations from the start. Your mandate requires you to ensure the sales division is operating like a well-oiled machine, or your head will be on the chopping block, and you know that you’ll be facing the EXIT sign above the main entrance of the building.

You are already thinking of all the leadership skills you’re not sure you currently possess, but you know they will be necessary if you’ll be successful here. The first step is going to be earning the buy-in from those reporting to you, and gaining their trust as a leader. You know from experience that any insecurities or uncertainties displayed by you could be perceived as a weakness by the team. This may stand in the way of the entire department meeting goals set out by management. There’s simply no way that you’re going to allow this to happen during the six months you have. How do you meet these key objectives in any event? You know that there’s no way to achieve this on your own.

Too many questions and uncertainties run through your mind, and you have so many decisions to face. Which do you tackle first, and how do you prove yourself to be a leader that a team wants to follow? Your management skills are sound because you’ve managed teams successfully in the past, but that was different. You’d been part of your previous firm for years, working your way up through the ranks and developing a reputation for yourself. You’d proven your worth to management and colleagues alike, and hit that glass ceiling where you could grow no further was devastating. You were looking for a bigger challenge, which is why you applied for this position; had you bitten off more than you can chew?

Admittedly, your management style and skills have not always been the greatest, and there has always been room for improvement. How could you learn to lead from the front when required, walk beside those that need guidance and direction, or gently nudge others from the back? Your stomach is in a knot, and you’re beginning to feel overwhelmed. You don’t know where to begin. You want to prove to the hiring manager and the management team that they made the right decision by bringing you on board, but it’s going to mean learning as much about leadership as possible, and how to apply these skills to get the best out of your team.

Glancing over the motley crew, you’re not even sure what personalities you’ve inherited or whether or not you’ll be able to work with them. How can you determine where your current skills start and where they end? How can you learn to become a better leader, and to manage people better by empowering and inspiring them to be the very best they can be?

While this imaginary story may be applicable to someone who's already been a leader