The leadership contract : the fine print to becoming an accountable leader Vince Molinaro.

Revised edition of the author's The leadership contract, [2016]

Foreword xi Introduction xiii The Pressures Leaders Face Today xvii Redefining How You Lead to Meet Ever-Increasing Expectations xviii The Leadership Contract xxi Why I Wrote the Third Edition of This Book xxiii A Word of Warning xxiv Chapter 1 My Personal Leadership Story 1 Is Leadership Worth Dying For? 2 Why Are Some Leaders Such Jerks? 8 Why Are Many Leaders So Lame? 10 Has Anyone Noticed That We’ve Stopped Talking about Our Values? 12 How Do You Create a Vibrant Culture? 13 How Do You Lead through Ambiguity? 15 How Do You Transform Your Leaders? 16 Reflecting on My Leadership Story 18 Chapter 2 What’s Wrong with Leadership Today? 20 Leadership Is Disappointing 21 Leadership Is Disconnected 24 Leadership Is Disgraceful 26 How Did We Get Here? 28 We Need the Leadership Development Industry to Step Up and Be Accountable 32 It’s Time We Stop Settling—and Start Expecting More 35 Chapter 3 The Leadership Accountability Gap 37 Understanding the Leadership Accountability Gap: Study Findings 3 The Satisfaction with Leadership Accountability by Level of Leader 41 The Relationship between Leadership Accountability and Company Performance 42 The Three Dimensions of Leadership Accountability: Behaviors, Organizational Practices, and Culture 43 The Behaviors of Truly Accountable Leaders 44 The Organizational Practices to Build Strong Leadership Accountability 47 The Attributes of Leadership Culture 49 Final Thoughts–Building Strong Leadership Accountability: The Road Ahead 52 Chapter 4 Why We Need a Leadership Contract 54 Do You Know What You’ve Signed Up For? 57 The Leadership Contract and Its Four Terms 58 Chapter 5 Leadership Is a Decision—Make It 63 Why Doesn’t Anyone Want to Be a Leader Anymore? 64 Why You Need to Make the Leadership Decision 65 The Two Kinds of Leadership Decisions 68 Big D and small d Leadership Decisions—Clarity and Commitment 72 A Real Leadership Decision Is Visceral 75 Deciding Not to Lead Is an Important Leadership Decision 76 Chapter 6 Leadership Is an Obligation—Step Up 82 The Iron Ring Ceremony 83 What’s It Going to Take? 86 The Five Core Obligations of Leadership 87 The Five Core Obligations in Action 97 Revisiting the Iron Ring Ceremony and What It Means for Leaders 100 Final Thoughts—Leadership Is an Obligation 101 Chapter 7 Leadership Is Hard Work—Get Tough 102 Do We Have Wimps or Leaders in Our Organizations? 105 The 10 Ways Leaders Make the Hard Work Harder 108 Final Thoughts—Leadership Is Hard Work 121 Chapter 8 Leadership Is a Community—Connect 124 The Missed Opportunity 126 We Are Wired for Community 127 A Rotting of Zombies 128 A League of Heroes 129 A Stable of Thoroughbreds 130 It’s Time to Build a Community of Leaders 132 A Strong Community of Leaders—Clarity and Commitment 133 Has Everyone Noticed the Change in the Room? 136 Do You Have What It Takes to Be a Community Builder? 138 Final Thoughts—Leadership Is a Community 140 Chapter 9 Sign the Leadership Contract 142 It’s Time to Sign the Leadership Contract 143 The One Thing You Cannot Do 145 Signing the Document 147 Final Thoughts—Signing the Leadership Contract 148 Chapter 10 The Turning Points of Leadership 150 Revisiting the Turning Points of Leadership 151 Final Thoughts—the Turning Points of Leadership 163 Chapter 11 Living the Four Terms of the Leadership Contract 165 The Four Foundational Practices for Living the Leadership Contract 167 Regular Practices for Living the Leadership Contract 178 Final Thoughts—Becoming a Truly Accountable Leader 183 Chapter 12 Embed the Leadership Contract in Your Organization 184 The Four Strategies to Drive Strong Leadership Accountability 187 Final Thoughts—Building Strong Leadership Accountability in Your Organization 206 Afterword 207 Acknowledgments 209 Notes 212 Index 215 About the Author 231 Commit to Great Leadership and Implement it Today 233 Bring the Leadership Contract into Your Organization 235 About The Adecco Group 237 About Lee Hecht Harrison 239

"Recent studies show that only 7 percent of employees have trust and confidence in their senior leaders. How can we ever get our organizations to succeed if so few employees believe in their senior leaders? In this new fully revised edition of, The Leadership Contract explains why leadership, and specifically leadership culture, is the only real differentiator between the organizations that thrive and those that fall behind. This book explains how to establish a leadership contract that is fully understood and agreed upon by business leaders to ensure the success of their company. The third edition of The Leadership Contract will include: Foreword from Adecco CEO Alain DeHaze Expanded section with findings from Global Leadership Accountability Study A new chapter on leadership transformation New ideas on inflection points and more"--

"Recent studies show that only 7 percent of employees have trust and confidence in their senior leaders. How can we ever get our organizations to succeed if so few employees believe in their senior leaders? In this new fully revised edition of, The Leadership Contract explains why leadership, and specifically leadership culture, is the only real differentiator between the organizations that thrive and those that fall behind. This book explains how to establish a leadership contract that is fully understood and agreed upon by business leaders to ensure the success of their company"--