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Table of Contents

Welcome Part 1: Leading Self Handling feedback G.O.A.L.S. Beyond goals setting Triggers Your leadership shadow 4 key lessons on how to get unstuck We make our habits, our habits make Us The importance of reflection Can Rod Stewart help find your strengths? Don't worry be happy Are you an imposter? Stop trying to prove yourself What's your vision of greatness? From reasons to results What's holding you back Part 2: Leading One on One Sit down, shut up and collaborate Exceptional leaders listen Why do you insist on not delegating? Part 3: Leading Teams Lead or leave! Inspiring collective commitment Inspire your team to play a bigger game The problem with your team could be you! Teamwork: it's enough to make you S.I.C.C. Does your team need a wheel alignment? Part 4: Leading Clients The best way to serve clients Customer centric collaboration Part 5: Leading the Organisation Do you want to grow? Really? Leading in really tough times Lessons on leadership from the north pole A template for success Leadership lessons from the Incas Part 6: Leading family and friends How your 'family of origin' impacts your power as a leader The push bike plan Who are you kidding? Embracing the challenge of change 2, 4, 6, 8... who do you appreciate? What keeps you going Part 7: Leading Community Stop working towards your retirement Building Community Acknowledgements References About the author

About the Author

Paul Mitchell has been inspiring leaders in all walks of life for over thirty-five years. His unique background has seen him become an authority and trusted colleague to some of Asia-Pacific's most senior business and community leaders. Paul has degrees in Social Science and Psychology, plus a Diploma of Education. He is managing director and founder of the human enterprise, a founding member of The Interest Group in Coaching Psychology in Australia, as well as a certified Marshall Goldsmith Executive Coach. He has two main areas of focus. One is inspiring leaders at every level of the organisation, irrespective of their position or title, to take full responsibility for their own lives and for total organisational results. The other is encouraging leaders to lead in all areas of their lives, not just business. These core beliefs have seen him deliver leadership coaching services, development programmes, facilitation, and keynotes in over fifteen countries with well over ten thousand leaders

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