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• Cover
• Introduction
• About This Book
• Foolish Assumptions
• Icons Used in This Book
• Beyond the Book
• Where to Go from Here
• Part 1: Getting Started with Values-Based Leadership
• Chapter 1: Welcome to the World of Values-Based Leadership
• Walking through the Evolution of Company Culture
• Understanding the Escalator Effect of Values-Based Leadership
• Avoiding a Flatline to Extinction: When You Know Change Is Needed
• Building Winning Organizations: Culture Eats Strategy for Lunch
• Chapter 2: Understanding the Evolving Workforce You Serve
• Pinpointing the Quad Workforce
• Leading the Quad with Insight and Understanding
• Chapter 3: Shifting Your Consciousness beyond the Self
• Looking at the Four Be’s of Values-Based Leadership
• Fitting Values-Based Leadership into the Big Picture
• Assessing Your Command and Control Temperament
• Following the Path Cut by Other Leadership Influencers
• Chapter 4: Reframing Your Perception of Business
• Unraveling the Bad Reputation of Business
• Changing Lives in the Shared Values Economy
• Part 2: Becoming a Values-Based Leader
• Chapter 5: Before You Get There: Knowing Where You Are as a Leader
• Planning Your Adventure into Different Levels of Leadership
• Determining Where You Are on the Journey
• Chapter 6: Nurturing the Four Attributes of a Values-Based Leader
• Seeing a Snapshot of the Four Attributes
• Embracing Self-Reflection
• Showing Actionable Grace
• Expanding Agility
• Influencing Responsibly
• Chapter 7: Activating the Grounding Principles
• Introducing the Ten Values-Based Leadership Principles
• Making It Easy for Your Team to Buy into the Leader (Yes, You)
• Assembling Your Framework for Deploying the Principles
• Chapter 8: Defining Defiant Workplaces
• Facing the Effects of the FARCE Syndrome
• Evolving the Mindsets of People and Organizations
• Becoming Part of the Solution — Or Exiting Stage Right
• Part 3: Charting the Course and Crafting Your Values
• Chapter 9: Lighting the Pathway to Establishing Trust
• Surveying Ideas for Building Trust in Business
• Defining Trust and Needs in the Workplace
• Getting Others to Trust in Your Leadership
• Setting Standards for Others by Example
• Harnessing People Power
• Chapter 10: Facing the Truth about Who You Are
• Understanding How Others View Your Company
• Making Everyone a Trustee of the Company
• Chapter 11: Identifying Values and Creating a Values Statement
• Using the Self-Reflective Method for a Public Values Statement
• Rolling Out Your Values Statement to Your Company
• Chapter 12: Going It Alone When Your CEO Isn’t Interested in Values-Based Leadership
• Accepting That the Top Brass Isn’t Interested in Values-Based Leadership
• Guiding Your Crew When You’re Just an Officer, Not the Captain
• Creating Your Leadership Starlight for the Team
• Bolstering Your Commitment to Values-Based Leadership with Other Features
• Chapter 13: Cementing a Career Starlight for the Long Haul
• Building Your Career Starlight from the Ground Up
• Translating Your Career Starlight into a Good Fit with a Company
• Seeing the Effects of Being Known as a Values-Based Leader
• Part 4: Supercharging Your Team and the Workplace with Values
• Chapter 14: Hiring and Retaining Great Talent
• Recognizing Why People Leave One Company to Join Another (Like Yours)
• Distinguishing Yourself from the Competition
• Benefiting Everyone with Nontraditional Perks
• Craving the Opportunity to Learn
• Working toward Compatibility Triumphs
• Chapter 15: Maintaining Engagement and Job Satisfaction
• Grasping the Importance of Engagement and Job Satisfaction
• Staying Active and Happy: Engagement
• Keeping the Wisdom Pool Full: Job Satisfaction
• Chapter 16: Motivating the Masses
• Peeking into the Human Motivation Theory
• Helping People Find Their Meaning and Purpose Again
• Practicing and Reinforcing Motivation
• Chapter 17: Slicing the Pie: Creating a Culture of Leadership
• Recognizing That Leadership Is a Job for All Staff Members
• Identifying the Leaders in the Field Who Can Help Your Organization
• Chapter 18: Fostering an Environment of Innovation
• Beginning with a Few Basics on Innovation
• Igniting Innovation with a Few Principles and Pointers
• Chapter 19: Being Willing to Let People Go
• Asking Questions and Showing Acceptance When People Leave
• Staying True to Your Values
• Part 5: The Part of Tens
• Chapter 20: Ten Practices to Stay on Track as a Values-Based Leader
• Setting a Daily Audit Practice
• Embracing Meditation
• Finding Your Own Spiritual Practice
• Disengaging Your Ego
• Forgiving Your Shortfalls
• Eliminating the Things That Cause Brain Fog
• Raising Endorphins to Gain Clarity and Reduce Stress
• Using Technology to Prompt Excellence
• Establishing a Trusted Feedback Group
• Engaging a Mentor
• Chapter 21: Ten Tips for Staying Connected with Your Team
• Making Time to Get to Know Everyone
• Acknowledging Life Accomplishments
• Keeping an Open Dialogue
• Communicating Expectations with Clarity
• Saying “Thank You” Often
• Maintaining Promises, Inside and Out
• Keeping Your Door Open
• Surveying the Vendor and Resource Base Often
• Showing Transparency
• Modeling Best Practices
• Chapter 22: Ten Facts about the Millennial Market, Its Values, and Its Influence
• Millennials Are Powering Different Aspects of the Economy
• Emerging Leaders Have Heart
• Coaching Takes Center Stage
• Work Cultures Are Collaborative and Connected
• Flexibility Takes on Heightened Importance
• Making a Difference Matters
• Old-School Values Make a Comeback
• Buyers Vote at the Checkout Counter
• Millennials Resist Mass Media Traps
• A Career Should Have Multiple Experiences
• Chapter 23: Ten Workplace Myths
• Women Primarily Leave Their Jobs to Have Families
• Men Aren’t as Interested in Work-Life Balance
• Flexibility Means Shorter Hours
• Everyone Knows How to Advance Their Careers
• Decision-Makers Know the Key Talent
• Conflict-Resolution Training Is Passé
• Technology Takes Care of Communication
• You Have to Build a Fortress to Stake Your Claim
• Managers Don’t Need to Coach Their Teams
• Understanding Motives Isn’t Necessary
• About the Author
• Advertisement Page
• Connect with Dummies
• Index
• End User License Agreement