The Dynamic Leader is the leader the author wishes she'd had to follow, and the leader readers can become who others will aspire to follow. Approaching leadership with a 'task' focus means your interest is around delivering results, getting things done and/or getting things right. It is around process, productivity, efficiency, performance and achievement. In contrast, approaching leadership with a 'people' focus means your interest is around building relationships, getting to know people and ensuring they feel valued. It is around engagement, collaboration, fun, health and personal fulfilment. And while both approaches have their unique benefits they also have their disadvantages. In 'The Dynamic Leader', Shelley teaches how to find a balance between tasks and people and treat both with equal importance. She shares a nine-stage model that she has created to help readers focus on relationships, respect and results. The model is simple to relate to and incorporates all of the interpersonal elements required to succeed as a new leader. This book gives an alternative to the conventional 'command and control' approach and sets leaders up for success in a sustainable way. Through influence, you work smart and your role is one of support, guidance and of building capability and our future leaders. By the end of the book you will have a clear idea of how to become a dynamic leader and you can start putting some of the lessons you've learned into practice. This is your guide book, your travel mate, the 'go to' place when you feel out of control and need a different perspective. By no means is this book the only thing you'll need to become an amazing leader but it's a great place to start.
Show moreThe Dynamic Leader is the leader the author wishes she'd had to follow, and the leader readers can become who others will aspire to follow. Approaching leadership with a 'task' focus means your interest is around delivering results, getting things done and/or getting things right. It is around process, productivity, efficiency, performance and achievement. In contrast, approaching leadership with a 'people' focus means your interest is around building relationships, getting to know people and ensuring they feel valued. It is around engagement, collaboration, fun, health and personal fulfilment. And while both approaches have their unique benefits they also have their disadvantages. In 'The Dynamic Leader', Shelley teaches how to find a balance between tasks and people and treat both with equal importance. She shares a nine-stage model that she has created to help readers focus on relationships, respect and results. The model is simple to relate to and incorporates all of the interpersonal elements required to succeed as a new leader. This book gives an alternative to the conventional 'command and control' approach and sets leaders up for success in a sustainable way. Through influence, you work smart and your role is one of support, guidance and of building capability and our future leaders. By the end of the book you will have a clear idea of how to become a dynamic leader and you can start putting some of the lessons you've learned into practice. This is your guide book, your travel mate, the 'go to' place when you feel out of control and need a different perspective. By no means is this book the only thing you'll need to become an amazing leader but it's a great place to start.
Show moreIntroduction Chapter 1 | The transition to leadership Chapter 2 |Spoken problems Talent Retention Absenteeism Productivity Industry Customer Experience Staff Engagement Resistance to Change Chapter 3 |Unspoken problems Leaders haven't been trained They're reactive and struggling to get ahead You don't know how to have the right conversations They're not doing the work themselves Chapter 4 | The dynamic leadership journey The responsive leader The dysfunctional leader The structured leader The influential leader The dynamic leader Chapter 5 | The Themes Chapter 6 | Overarching Theme = Communication Verbal communication Non-verbal communication Written One on one conversations Summary of communication Chapter 7 | Underpinning Theme = Time Prioiritisation Focus Energy Procrastination Summary of Time Chapter 8 | How do you become a dynamic leader? Chapter 9 | Invest in relationships Authenticity Integrity Vulnerability Trust Chaater 10 | Inspire respect Perspective Curiosity Adaptable Engagement Chapter 11 | Influence respect Empowerment Accountability Transparent Chapter 12 | Conclusion
Shelley Flett is an expert in leadership and team performance, with over a decade of experience in operations and call centres across banking and telecommunications. She is focused on maximising efficiency and building high-performance team cultures. Shelley works with leaders and business owners to improve individual productivity, and within organisations to assist with better staff retention, engagement and customer satisfaction. When she's not working, Shelley enjoys spending time with her family outdoors and riding her motorbike.Shelley's second book, The Dynamic Leader, is published by and available from Major Street Publishing.Find out more at ShelleyFlett.com
For the new leader just starting their journey or for those looking to re-energise their leadership style, Shelley has something for everyone in this simple no-nonsense book. Anne Young, Head of Australia Operations, ANZIf you have a desire to cultivate your leadership skills to become a dynamic leader, then I encourage you: don't walk to meet Shelley Flett, run! Spiz Constandinou, Head of Practice Support, MYOBI have read a lot of leadership books and there simply isn't one like this! It's such a refreshingly raw and honest capture of all things leadership: the good, bad and ugly... a must-read for new and experienced leaders alike. There are so many people I can't wait to share it with! Brylie Gorman, Team Manager - Business Specialists, Performance and Innovation, TAC
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