100 Ways to Become a Better, Smarter, Prouder, Stronger Leader

Who becomes a leader? The leader is set apart from the rest; you are in your position because you have worked hard and are committed, and because you have certain qualities that prove helpful to the workers and the company. At least this is the way it is supposed to be. But in reality people choose their leader regardless of his or her title. You don’t become a leader by placing a “supervisor” patch on your shirt; you become a leader by exercising a set of qualities that make others want to follow. 

When you become a leader, you also embrace the responsibility that comes with your title.  Because of your position, people will look up to you and ask your advice. They expect you to know a little more than they do; they expect you to be trustworthy and helpful. If you play your cards right, you can have a drastic effect on the people you lead. And when you affect this base positively, it will become stable and energetic and ready to lift your company into world class status. When you step past what you thought possible, when you succeed at motivating others, they will look forward to coming to work. And when leaving at the day’s end, they will feel energized and look forward to coming back tomorrow. 

This book is an easy reference that the leader can use every day to seek inspiration on a number of topics, including leading with integrity, communicating with clarity, establishing and maintaining vision, creating a winning team, delegating duties, and critiquing and evaluating team members. The suggestions are arranged alphabetically and not in any particular order of importance. 

The author firmly believes that any leadership model requires an intellectual pursuit that exceeds the “cookbook for success” approach. This book admittedly expresses much in a few words and therefore requires considerable thought and self-reflection, which may leave the reader curious and in search of more detailed information. To learn about the reasoning behind the suggestions, and how and why the author reached the conclusions she did, she recommends that the reader picks up a copy of Leadership, It Ain’t Rocket Science: A Critical Analysis of Moving With the Cheese and Other Motivational Leadership Bullshit, which is a serious and in-depth study of leadership from an analytical rather than motivational angle, and is meant to stir at least some controversy and incite the reader to throw off the yoke of ambiguity when attempting to establish a leadership approach that works with his or her team.

 

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