caring vs. stressing out, 37–38 cause vs. effect, 20, 53–54 challenge, the benefits of, 194–197 your biggest, 104–105 challenges, avoiding, 194–195 change, accelerating, 26–28 apologizing for, 28, 177–178 being awake to, 126–127 communicating about, 27–28 encouraging, 79–80 having the freedom to, 202 psychological reaction to, 26–28, 124, 126 resisting, 27, 80 selling, 177–178 change cycle, the, 27–28 changing others, 200–201 yourself, 168–169 circumstance, welcoming every, 206–208 closing (a sale), 161–163 Coach U, 109 coaching for yourself, 153–154 followed by action, 158–159 the outcome, 50–43 your people to complete tasks, 109–110 communicating consciously, 80–81 communication, 24, 73–74, 163 concentration, 114, 122–123, 130 concern, translating worry into, 147–148
conflict, the magic of, 171–172 confrontation, 62–63 criticism, constructive, 200 negative, 98–99, 171 criticizing upper management, 20–21 customer relationship, the, 101–104 deadline, two definitions of, 146 deadlines, using the power of, 146–147 debating yourself, 94–95 deciding to be great, 188–189 delegating, 72–73 disagreement, phasing out, 135- 136 distractions, using, 123 doers vs. feelers, 86–87 doing the math on your approach, 111–112 the one thing, 21–23 the worst first, 74–79 what’s required, 209–210 education, continuing your, 136- 137 effect vs. cause, 20, 53 ego, feeding your, 63–64 e-mails, pumping up your, 170–171 encouraging concentration, 122–123 energy drains, 110 enthusiasm, definition of, 121 leading with, 119–121 switching to, 200–201 example, leading by, 113, 127–130, 160, 201 experiment, learning to, 79–80 failure, forgetting about, 157–158
feedback, giving, 23–25 negative, 23 focus, 107, 122–123 (see also concentration) focused leadership, 130–132 fundamentals, managing the, 84–85 future, focusing on the, 174–175 game, making work a, 54–57 getting input from your people, 25–26 giving power to the other person, 141–144 “good cop, bad cop,” playing, 69–70 great, deciding to be, 188–189 habit, definition of, 183 habits vs. permanent traits, 183 habits, changing, 166 heart, letting your mind rule your, 148–149 hiring ambitious people, 49–50 self-motivated people, 65–67 holding people accountable, 62–63 “how to” vs. “want to,” 189–190 information vs. transformation, 210–211 input, getting, 25–26 inspiration, 198–201 inspire, definition of, 145 inspiring inner stability, 123–125 Intention Deficit Disorder, 49 interviewing, 49, 65–67 karate, 155 ki, 156–157 knowing the score, 81–84 kung fu, 155–157 language of intention, 97–98
language, leadership, 97 leading with, 96–98 victim, 96–98 layered questions, examples of, 65–66 layering, 65–67 leader, a true, 177 the worst trap for you as a, 160–161 your job as a, 206 your role as a, 26 leaders vs. firefighters, 40 vs. managers, 140 who take ownership, 112–114 leaders, enlightened, 18 great, 82 optimistic, 181 positive, 111–112 self-motivated, 113 leadership by example, 113, 127–130, 160, 201 conscious, 173–174 definition of, 41, 175 focused, is not, what, 137–138 language, 97–98 leading by example, 113, 127–130, 160, 201 by selling, 161–163 from the front, 31–32 with enthusiasm, 119–121 with language, 96–98
with your mind, 148–149 learn, continuing to, 136–137 learning the inner thing, 155–157 to master problem solving, 203–206 limitations, refusing to buy into, 68–69 listening to your people, 19, 138–139 low morale, 19, 96 lying, 34–36 making it happen today, 154–155 management, activities, 53 outcome, 53 parent-child approach to, 44–45 real long-term trick to, 49 manager, your first job as a, 170 managing agreements vs. managing people, 16, 42–46 non-producers, 50–54 people’s emotions and personalities, 43 producers, 51–54 the fundamentals, 84–85 your own superiors, 38–39 martial arts, 155–157 mind, leading with your, 148–149 mixed messages, 39 motivated employees, hiring, 65–67 motivating by doing, 86–87 by taking responsibility, 153 motivation of recreation, 57
motivation, long-lasting, 139 source of, 15–16 requirement for, 23 secret to, 142 the most important principle of, 186 multitasking, 58, 71–73 negative criticism, 98, 171 thoughts, 112 people, 111 No Muscle, the, 100 “no” power, teaching your people, 99–101 Notre Dame University, 174 optimism, 170, 180–181, 203 optimist, being a ruthless, 180–181 outcome, coaching the, 50–54 outcome management vs. process management, 48 owners vs. victims, 28–31, 199 ownership actions, 29 thinking, 29 ownership, taking, 112–114 encouraging, 31 past, focusing on the, 174–175 people, managing, 16, 41, 42–46 perception, 206–208 performance, scoring your employees’, 81–84 pessimism, 180
pessimists, learning how to help, 198–200 plan, making a, 106–107 playing it lightly, 139–140 positive reinforcement, 50, 70, 98–99, 171, 186 power, relinquishing, 141–144 principle, holding on to, 164–165 priorities, altering, 106–107 priority hierarchy, 106 procrastinators, 206 problem-solving, mastering, 203–206 promises, keeping your, 74, 140–141 puppy dog sales system, the, 194 purpose, knowing your, 58–59 push-back dynamic, 142–143 questions, asking good, 25–26 Quit Switch, the, 118–119 quitting, 118–119 reacting vs. relating, 165–166 reassurance, cultivating the power of, 134–135 reinforcement, positive, 50, 98–99, 171, 186 relationships, building, 108 creating your, 165–166 relaxing, importance of, 114–117 requests, unreasonable, 168 making, 166–168 respect, seeking, 73–74 responsibility, a leader’s first, 43 definition of, 151 personal, 53
seizing, 150–153 result vs. excuse, 46–50 results, focusing on, 46–50 paying attention to the end, 182–183 rewards, delivering, 186–187 routine, creating a, 183–185 seeing what’s possible, 59–61 your people as perfect, 201–203 self-discipline, teaching, 16–18 self-esteem, 63–64, 125, 160 selling, leading by, 161–163 sensory deprivation, 24 servant leadership, 69 slowing down, the importance of, 187–188 softening your heart, 108 stability, inspiring inner, 123–125 strengths, knowing your peoples’, 88–94 stress, definition of, 38 greatest source of, 22 handling, 38 stressing out vs. caring, 37–38 tasks, completing, 109–110 teaching the love of challenge, 194–197 your people “no” power, 99–101 your people to access their “want to,” 190 your people to teach themselves, 176–177 testing vs. trusting, 190–194 thinking, positive, 181, 208 thought, the role of, 32–34, 133
thoughts, maintaining positive, 111–112, 208 thinking friendly customer, 101–104 time, making the most of your, 145–146 time management, 74–79 transformation vs. information, 210–211 trust, 24, 38, 73, 140–141 truth, telling the, 34–37 tuning in before turning on, 18–19 using positive reinforcement, 98–99 10 minutes well, 105–106 victims and pessimists, 198–200, 201, 203 vs. owners, 28–31 vision, creating a, 159–160 waking yourself up, 126–127 Western model of leadership, 155 worrying, 147–148 Yes Muscle, your peoples’, 100
About the Authors Steve Chandler is a keynote speaker and corporate leadership coach with a large number of Fortune 500 clients. He is also a popular convention speaker (Arthur Morey of Renaissance Media said, “Steve Chandler is the most original and inspiring figure in the highly competitive field of motivational speaking.”) Chandler’s first book, 100 Ways to Motivate Yourself, was named Chicago Tribune’s Audiobook of the Year in 1997. Chandler’s books, now in seven languages, have also become best-sellers around the world. He can be reached at www.stevechandler.com. Scott Richardson grew up in Detroit, Michigan, and Tucson, Arizona. He graduated in 1980 from Brigham Young University with a BA in English and a minor in Chinese. In 1983, he received a law degree from The College of Law at Arizona State University. He has practiced immigration law and injury law for more than 20 years, and has been coaching executives since 2000. This is his first of many books. He lives with his family in Arizona. Also by Steve Chandler 100 Ways to Motivate Yourself Reinventing Yourself 50 Ways to Create Great Relationships The Joy of Selling 17 Lies that are Holding You Back RelationShift